Podcasts about VPS

Are you a senior corporate executive or elite high-ticket sales leader chasing the all-elusive concept of financial freedom without knowing your exact numbers?  In this powerful solo episode, Billy Keels reveals the critical knowledge gap that keeps high-earning directors, VPs, and senior AEs trapped on the corporate clock despite putting in hundreds of thousands of hours over two decades.  Discover the single, foundational question you must answer with absolute specificity to calculate your unique freedom formula, decouple your future from an unpredictable stock market casino, and establish a clear North Star that transforms your multinational corporate DNA into predictable side-business cash flow.

This episode is sponsored by Actabl. Learn more about its new product, Altitude, here. For years now, AI has promised hotel leaders something it hasn't delivered: the ability to ask a question and get an answer you can actually trust. Today, that changes with the launch of Actabl Altitude.In this episode, I sit down with Stephen German, Actabl's SVP of Product, to tell the story behind it. We get into why most AI answers fall apart the moment you check them, what it really takes to trust a number enough to hand it to your CFO, and why the foundation under the AI matters more than the AI itself.Stephen makes a distinction that reframes the whole conversation. Most AI is probabilistic, so ask the same question twice, and you can get two different answers. When you're dealing with forecasts and P&Ls, you need deterministic results, the same right answer every time, with logic underneath that knows the difference between your primary forecast and your locked one. That's the line between an interesting demo and a tool you can run a business on.We also talk about who this is really for. Above-property leaders, the regional VPs and COOs, have been underserved by hotel tech for a long time. Altitude lets them have a conversation with their data, follow the thread at the speed of thought, and dig into a problem without waiting days for three different teams to pull reports. It's the always-on AI analyst that hotel leaders have wanted and never had, until now.In this episode, you'll hear:Why you can't trust most AI outputs yet, and what it takes to fix thatThe CFO test: Would you hand this answer over and say, "I know all of this is right"?Why your data has to be normalized, and the apples-to-apples problemThe questions every leader should ask their technical team about AI reportingIntroducing Altitude and the problem it was built to solveA conversation with your data: following the thread without losing the plotWhy above-property leaders have been underserved, and why that ends hereThe data pyramid: spending less time finding answers and more time acting on themLearn more about Actabl Altitude here.Listen to prior episodes in this series:AI Only Works for Hotels in This Order: Data, Intelligence, Action - Stephen German, ActablWhy Our Approach to Hotel Data Earned a Patent and Prepares Hotels for AI - Clark Brayton, Joseph McGroarty & Pritesh Patel, ActablIs Your AI Saving You Time? (Jerimi Ford, Actabl) A few more resources:If you're new to Hospitality Daily, start here. You can send me a message here with questions, comments, or guest suggestionsIf you want to get my summary and actionable insights from each episode delivered to your inbox each day, subscribe here for free.Follow Hospitality Daily and join the conversation on YouTube, LinkedIn, and Instagram.If you want to advertise on Hospitality Daily, here are the ways we can work together.If you found this episode interesting or helpful, send it to someone on your team so you can turn the ideas into action and benefit your business and the people you serve!Music for this show is produced by Clay Bassford of Bespoke Sound: Music Identity Design for Hospitality Brands

Join Itai Gafni, Co-Founder and CEO of Huskeys, for an unvarnished evaluation of why web application firewalls (WAF) have remained functionally stuck in the 1990s. While modern application traffic has evolved from human browsers to a complex matrix of APIs, automated microservices, and autonomous AI agents, legacy WAF solutions still rely on brittle, static rule sets. An alumnus of Israel's elite Unit 8200 where he engineered advanced intelligence and cyber platforms, Itai is leading a massive paradigm shift. In this episode, we discover why security teams are terrified of updating their firewall rules—and how introducing an agentic control plane allows enterprises to optimize threat detection without breaking production or driving away legitimate customer revenue.

Fredrik snackar Kotlinconf 2026 och språket Kotlin i allmänhet med Johan Blomgren och Emil Kantis. Hur var konferensen? Hur fungerar utvecklingen av Kotlin, och vad är på gång i språket? Det blir tips på intressanta presentationer värda att se när de släpps på nätet, och en förklaring av varför Kotlinconfs officiella app inte känns helt hemma på Appletelefoner. Vi snuddar också - inte helt oväntat - vid språkmodeller. Vi pratar om AI, teknikutvecklingen, och presentationen av saker som oundvikliga kontra att bygga en bättre värld genom att helt enkelt prata mer med andra människor. Gärna öga mot öga också. Det är en mänsklig superkraft! Som avslutning bjuds på en snabb genomgång av anledningar att byta till Kotlin från Java. Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @thieta, @krig, och @bjoreman på Mastodon, har en sida på Facebook och epostas på info@kodsnack.se om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Johan Emil Java Kotlin Komma igång med Kotlin som Java-utvecklare Att övertyga andra om Kotlins storhet Helping decision makers say yes to Kotlin React Vue ATG Junit Kotest Kotlin-test Kotlinconf 2026 Keynoten för Kotlinconf 2026 Jetbrains utvecklar både IDE:er och Kotlin Javazone i Oslo Kotlin på Youtube - inklusive inspelninigar från Kotlinconf 2026 när de släpps KEEP - Kotlin evolution and enhancement process Local lifetimes i Kotlin Value semantics i Kotlin Rich errors i Kotlin Sum types Union types Javas projekt Leyden och projekt Valhalla Virtual threads i Java Kotlin multiplatform Compose multiplatform Kotlinconf-appen Stöd oss på Ko-fi! Erik Hellman Eriks presentation på Kotlinconf 2025 om IOT MQTT Matter Spec-driven development Jake Wharton - pratade om composebaserat terminal-UI-bibliotek Jesse Wilson Okhttp - Squarebyggt ramverk Lena Reinhard snackade om utvecklares roll i AI-världen Professional development - presentation från Google IO 2026 Clean code Kotlins LSP Junie - Jetbrains kodagent Lars Wikman Coursera-kurs om Kotlin för Javautvecklare Kotlin-övningar Builder pattern Bygga DSL:er med Kotlin WASM Uber snackar Kotlin Titlar Min Kotlinbana Kotlin på många olika sätt (Min upplevelse av) Sex år i Kotlin Bypassa hela stdout Jag är ju redan i utlandet Här slutade nullpointers En konstruktor som har alla parametrar

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 30/05 a 05/06.☕ Café Código FontePrograme sua xícara para o sabor certo!https://cafe.codigofonte.com.br

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 30/05 a 05/06.☕ Café Código FontePrograme sua xícara para o sabor certo!https://cafe.codigofonte.com.br

Dive into Episode #170 of the Psych Health and Safety USA Podcast, featuring host Dr. I. David Daniels, PhD, CSD, VPS, and special guest Dr. Kalim Wigfall, a veteran of the U. S. Coast Guard and behavioral health expert, who is the founder of the American Board for First Responder Behavioral Health. Psychosocial hazards may be perceived or experienced differently by individuals, but they originate in fully controllable organizational conditions: workload design, leadership behavior, communication patterns, staffing models, operational tempo, and cultural norms. These are system variables, not personal traits. System variables require system controls. The goal of FRBH is to establish national standards for first responder behavioral health systems and to establish a system to accredit organizations to address the behavioral, emotional, and mental health of their members.

In this episode of The Unconventional Path: Entrepreneurship and Innovation Stories and Ideas, hosts Bela Musits and Mike Wasserman dive deep into a powerful yet often overlooked strategy for small to medium-sized businesses (SMBs): fractional communications. While many entrepreneurs are familiar with the concept of a fractional CFO or HR firm, the idea of a fractional Chief Communications Officer (CCO) is a game-changer for companies looking to scale efficiently and manage their reputation with precision.Our guest, Joshua Altman, shares his journey of starting and running a fractional communications business designed specifically for SMBs. For businesses that may not have the budget or the need for a full-time marketing executive, a fractional CCO provides high-level expertise to shape perception and build long-term trust with stakeholders. Joshua explains that his role goes beyond traditional branding or marketing; he takes an integrated, big-picture view of how a company's messaging impacts its growth and stakeholder confidence.Throughout the interview, we explore:The Fractional Advantage: Joshua discusses how hiring a part-time expert can be significantly more cost-effective than a full-time marketing hire while delivering measurable, high-level results.The Story-Narrative-Brand Framework: Learn Joshua's specific process for helping businesses discover what they truly want to communicate. He breaks down the critical differences between a company's story (the facts), its narrative (how it answers market questions), and its brand (the tangible elements like websites and marketing materials).Innovating with Novel Products: For companies launching entirely new products that the public doesn't yet understand, Joshua stresses the importance of involving a communications team early in the product development roadmap. He discusses how to lay the groundwork months in advance to educate potential customers and shape their purchasing decisions.Offloading Communication Tasks: Many SMB presidents or VPs of operations find themselves handling communication by "happenstance" because there is no dedicated staff. Joshua explains how his firm steps in to take these critical tasks off their hands, allowing leadership to focus on their primary roles of running the business.If you are a business owner looking for innovative ways to manage your messaging and improve your communication process in a measurable way, this conversation is packed with actionable advice on how to use communications as a strategic tool for success.Connect with The Unconventional Path:Our podcast is now available on YouTube. Simply search for "The Unconventional Path" to subscribe and never miss an episode.We're always on the lookout for interesting guests to feature on our show. If you know someone who has an inspiring story, unique perspective, or valuable expertise to share, please let us know. We're eager to connect with potential guests who can bring fresh insights and engaging conversations to our audience.We also love hearing from our listeners! Your questions, comments, and suggestions are incredibly valuable to us. Send us an email at bela.and.mike@gmail.com with your thoughts, and we'll do our best to address them in a future episode. Whether you have a question about a specific topic, feedback on a recent episode, or ideas for future content, we want to hear from you. Your engagement helps us shape the show and deliver content that resonates with our listeners.Thanks for listening,Bela and MikeSEO Search Terms: Fractional Chief Communications Officer, SMB growth strategies, entrepreneurship podcast, fractional CCO vs CMO, small business branding, communications strategy for startups, market penetration for SMBs, cost-effective marketing, building stakeholder trust, business narrative framework, product development roadmap, Bela Musits, Mike Wasserman, Joshua Altman, The Unconventional Path podcast.

Episode SummaryJoel Casse spent over two decades inside large global organisations — most recently as Nokia's Global Head of Leadership Development — watching senior teams up close. What he found wasn't a talent problem. It was a behaviour problem: packed agendas with no room for the team itself, leaders competing to showcase expertise rather than build on each other, and decisions perpetually kicked offline.The conversation explores why this happens — egos, function-first loyalty, a bias for action that keeps teams stuck above what Roger Harrison calls the "waterline" — and what actually shifts things. Joel's tool is the balcony move: stepping out of the discussion to name what he observes. One quiet observation ("I've counted eight 'let's take it offline' in 20 minutes") became a two-hour conversation about how that team made decisions. Slow to go fast.Key Themes & TakeawaysMost senior teams debate (I'm right, you're wrong) rather than dialogue (let's understand each other) — and almost never ask genuine questionsThe waterline model: teams focus on task and content; relationships and process stay hidden until something breaksThe SPQA framework: Situation → Problem → Question → Answer. The mistake is jumping straight from problem to answer"Let's take it offline" is a red flag — it means the conditions for real decisions don't exist in the roomIrritating behaviours go unchallenged because peers won't hold each other accountable and leaders see it as babysittingThe balcony move — stepping back to name what you observe — is the most underused act in senior team leadershipWhen senior leaders change, it trickles down: their direct reports start doing check-ins, calling out patterns, working the same wayThree Reasons to ListenListen if your leadership team meetings feel busy but never quite land anywhere. Joel names exactly what's happening — and why the smartest people in the room are often the ones causing it.Listen if you've ever sat in a meeting counting how many times someone said "let's take it offline." There's a two-hour conversation hiding in that habit.Listen if you want one thing to do differently as a leader or coach. The balcony-and-dance move is simple, and Joel has watched it ripple from the C-suite all the way down.Notable Quotes"When a leader is doing 80% of the talking, there's a fair chance that the team isn't doing well. They're not learning." — Joel Casse"Teams tend to be a collection of people — not necessarily having a common goal with interdependency and a common fate. If you fail, well, that's your problem." — Joel Casse"Leadership is your main course. It hass become the side dish — or a tiny pot of condiment you don't even have to have." — Dan HammondJoel's bioJoel Casse is an executive coach and leadership architect with over 20 years of experience developing leaders and teams in global, matrixed organisations. Based in Munich, he has spent the majority of his career at Nokia, where he coaches executive teams and directs high-potential programs. Before Nokia, he worked at Novartis. He has worked with CEOs, Presidents, and VPs and their leadership teams on topics ranging from succession discussions to strategic off-sites to cross-team collaborations. He has led company-wide leadership frameworks, overseen flagship executive programs, and guided multiple leaders to C-suite promotions. Joel also teaches at Duke CE and Emeritus Business School, delivering executive interventions for companies in retail, banking, insurance, and IT. He holds an ILM 7 Executive Coaching accreditation and co-authored the book “Leadership for a New World.”

Join Angel Horvat, Founder and CEO of AI Readi, for a candid evaluation of why the corporate rush into generative AI is grinding to an unexpected halt. Despite massive infrastructure investments, the enterprise journey is hitting a hard wall: while 88% of organizations have initiated AI pilots, a staggering 94% remain permanently trapped in pilot purgatory. Drawing on his years leading AI and data strategy at Nike (EMEA) and Gartner, Angel reveals that these failures are almost never a failure of the tech—they are structural failures of the organization itself. In this episode, we discover how to bridge the gap between initial demo and scaled business value.

Sean Barnes attends 40 to 50 events a year, usually as the keynote or conference chair, and he has watched the same speaking mistakes trip people up over and over. In this episode he breaks down what separates the presenters who own the room from the ones who lose it in the first thirty seconds. He starts with the habit that quietly wrecks credibility: filler words. He explains why audiences mentally check out the moment a speaker starts stacking up filler, and he shares the simple practice that fixed it for him, recording yourself on a tripod and watching it back until you can feel the filler coming and pause through it instead. From there Sean tackles the trap sponsors and vendors fall into most, opening with their company name and slide deck instead of a story. He walks through the difference between leading with a pitch and leading with a hook, using his own introvert-turned-HR-leader opening as the example. He closes with the physical side of presenting, moving across the stage instead of planting your feet, making real eye contact, and never turning your back to point at slides. He ties it together with a story about a field CTO at a Nashville cybersecurity event who stood out for one reason: he told a story and made an offer instead of pitching.   Key Moments 00:00:02 Sean intros the episode and his 40 to 50 events a year as keynote, chair, or panelist. 00:00:24 Mistake one: filler words and why they kill credibility. 00:01:24 Sponsors spend 5,000 to 30,000 dollars to get on stage and still lose the room. 00:01:54 The fix: record yourself, watch it back, get used to how you sound. 00:02:35 Get comfortable with the pause and let the audience process. 00:03:03 What the process feels like as you start catching the filler. 00:03:59 A reminder that this takes reps, not an overnight fix. 00:04:22 Mistake two: opening with your name and slide deck loses people fast. 00:04:42 The better way: open with a story, shown through Sean's introvert-to-HR hook. 00:05:41 Why it keeps happening. VPs send people on stage with no prep. 00:06:00 Mistake three: planting your feet instead of working the floor. 00:06:44 Never turn your back to your slides. If they wanted to read them, email them. 00:07:11 The Nashville field CTO who got it right by telling a story, not pitching. 00:08:19 The payoff: people come to you after you step off stage.   Key Takeaways Filler words lose the room fast. The moment they stack up, people drop to their phones. The fix is reps, not talent. Record yourself, watch it back, and keep going until you feel the filler coming and pause through it. Lead with a story, not your slide deck. Opening with your name and what you do loses people immediately. Hook them with something human first, then earn the right to talk about the what and the how. Your body and eyes carry the message too. Use the whole stage, move toward people, make real eye contact, and never turn your back to read your slides.   Podcast Show Notes – Episode 284 | 06.02.2026 Episode Title: Speaking as a Solution Provider: The Right and Wrong Way to Present on Stage   Host: Sean Barnes Website: https://www.wolfexecutives.com   https://www.seanbarnes.com   LinkedIn: https://www.linkedin.com/in/seanbarnes/ https://www.linkedin.com/company/wolfexecutives https://www.linkedin.com/company/thewayofthewolf/ LinkedIn Newsletter: https://www.linkedin.com/newsletters/7284600567593684993/   Twitter: https://x.com/seanbarnes https://x.com/wolfexecutives   Instagram: https://www.instagram.com/the_seanbarnes https://www.instagram.com/wolfexecutives   TikTok: https://www.tiktok.com/@the_seanbarnes   Facebook: https://www.facebook.com/theseanbarnes

Outline and Show NotesLeadership with Dr. Brian MartinTeaser:My guest on today show is a vice principal at an international school in Columbia, but almost everything that we talk about today is relevant to leadership in general and to school leader ship in particular.  This is a really fun discussion. We begin with a focus on teacher retention but also cover a wide range of topics, and I think there will be many gold nuggets that you'll have from this episode.Sponsor Spot 1:I'd like to thank Kaleidoscope Adventures for sponsoring today's show. Lots of companies can help you organize class trips, but Kaleidoscope helps you organize adventures – because isn't that what student trips should be? Kaleidscope is a full-service tour company offering a range of adventure opportunities and they excel at customizing trips based on your unique context, needs, and goals. Kaleidoscope offers exceptional travel experiences for students (and their group leaders). Thinking about student travel? Reach out to Kaleidoscope using the link in the show notes.Show IntroGuest Bio:Brian Martin, PhD, is a Vice Principal and Academic Coordinator at Colegio Panamericano in Colombia. A former mathematics teacher and department head, Brian recently completed his doctorate in Educational Leadership, focusing on teacher retention. He is especially interested in how trust, autonomy, and everyday leadership behaviors shape school culture and influence whether teachers stay or leave.Warmup questions:We always like to start with a celebration. What are you celebrating today?Is there a story that will help listeners understand why you are doing what you do?Questions/Topics/PromptsWhy teachers leave and what VPs can realistically influencePush factors and pull factorsThe tension between compliance and trustHow presence and visibility shape school culture (regarding retention)What I'm still figuring out honestly in year one/Sponsor Spot 2:I want to thank IXL for sponsoring this podcast…Everyone talks about the power of data-driven instruction. But what does that actually look like? Look no further than IXL, the ultimate online learning and teaching platform for K to 12. IXL gives you meaningful insights that drive real progress, and research can prove it. Studies across 45 states show that schools who use IXL outperform other schools on state tests. Educators who use IXL love that they can easily see how their school is performing in real-time to make better instructional decisions. And IXL doesn't stop at just data. IXL also brings an entire ecosystem of resources for your teachers, with a complete curriculum, personalized learning plans, and so much more. It's no wonder that IXL is used in 95 of the top 100 school districts. Ready to join them? Visit ixl.com/assistant to get started.Closing questions:What part of your own leadership are you still trying to get better at?If listeners could take just one thing away from today's podcast, what would it be?Before we go, is there anything else that you'd like to share with our listeners?Where can people learn more about you and your work…Summary/wrap upLeadership is still teaching (build the relationship, support [manage], grow)Be a hero – protect teacher time“I would not take criticism from someone I wouldn't take advice from”4 Patterns of Observation10:1 positive:critical (Claude.ai said 5:1)Lean into human connectionSpecial thanks to the amazing Ranford Almond for the great music on the show. Please support Ranford and the show by checking out his music!Ranford's homepage: https://ranfordalmond.comRanford's music on streaming services: https://streamlink.to/ranfordalmond-oldsoulInstagram: https://www.instagram.com/ranfordalmond/Facebook: https://www.facebook.com/ranfordalmond/Sponsor Links:IXL: http://ixl.com/assistant Kaleidoscope Adventures: https://www.kaleidoscopeadventures.com/the-assistant-principal-podcast-kaleidoscope-adventures/CloseLeadership is a journey and thank you for choosing to walk some of this magical path with me.You can find links to all sorts of stuff in the show notes, including my website https://www.frederickbuskey.com/I love hearing from you. If you have comments or questions, or are interested in having me speak at your school or conference, email me at frederick@frederickbuskey.com or connect with me on LinkedIn.If you are tired of spending time putting out fires and would rather invest time supporting and growing teachers, consider reading my book, A School Leader's Guide to Reclaiming Purpose. The book is available on Amazon. You can find links to it, as well as free book study materials on my website at https://www.frederickbuskey.com/reclaiming-purpose.html Please remember to subscribe, rate, and review the podcast.Remember the secret to good leadership:Be intentional in choosing how you will show up for othersBe fully presentAsk reflective questionsAnd then just listenDon't overcomplicate it, the value is in the listening.Have a great rest of the week!Cheers!Guest Links:Frederick's Links:Email: frederick@frederickbuskey.comWebsite: https://www.frederickbuskey.com/ LinkedIn: http://www.linkedin.com/in/strategicleadershipconsulting Daily Email subscribe: https://adept-experimenter-3588.ck.page/fdf37cbf3a The Strategic Leader's Guide to Reclaiming Purpose: https://www.amazon.com/dp/B0CWRS2F6N?ref_=pe_93986420_774957520

In Episode 9 of Season 7 of Driven by Data: The Podcast, Kyle Winterbottom was joined by Keith Moody, a renowned Data & AI Executive, where they discuss the relationship between the mandate of the CDAO and the results that data and analytics teams continue to deliver, which includes;How the absence of a clear value delivery mandate is the root cause of data being treated as a cost centre rather than a business asset.Why most CDO mandates are designed based on what organisations think the job is, not what it actually needs to be to generate commercial impact.How Keith built four analytics organisations across two companies and delivered over $500 million in incremental annual value.Why the data function's reporting line is rarely neutral, and how a once-thriving value-delivery team was reduced to an order-taking service desk.How convincing leadership that "no analytics could happen until data was perfect" brought an entire organisation to a standstill.Why CDOs who push for commercial accountability in interview processes face a catch-22.Why most interview processes focus on capability over delivery expectations leaving the value mandate undefined from day one.Why you should actively push for commercial targets.Why and how to routinely reframe the mandate once inside an organisation.Why the CFO should be the ultimate validator of any value numbers attributed to analytics.How reporting directly to the CEO removes prioritisation deadlock entirely.Why governance committees are a poor substitute for having a single accountable decision-maker at the top.How change management done at the end of a project is the single biggest reason analytics initiatives fail.Why blanket data literacy programmes are largely an admission of failure.How automating decision-making away from VPs was successfully sold internally.Why the AI investment cycle is repeating the exact same hype and collapse pattern seen with data science.How FOMO, shareholder pressure, and competitive optics drive organisations to invest in AI capabilities they haven't defined a use case for.How the first practical step for any CDO stuck in cost-centre mode is to audit their existing portfolio and how to do so.Thanks to our sponsor, Data & AI Literacy Academy.Data & AI Literacy Academy is leading the way in transforming enterprise workforces with data literacy across the organisation, through a combination of change management and education. In today's data-centric world, being data literate is no longer a luxury, it's a necessity.If you want successful data product adoption, and to keep driving innovation within your business, you need to start with data & AI literacy first.At Data & AI Literacy Academy, they don't just teach data skills. They empower individuals and teams to think critically, analyse effectively, and make decisions confidently based on data. They're bridging the gap between business and data teams, so they can all work towards aligned outcomes.From those taking their first steps in data & AI literacy to seasoned experts looking to fine-tune their skills, our data experts provide tailored classes for every stage. But it's not just learning tracks that they offer. They embed a deep data culture shift through a transformative change management programme.They take a people-first approach, working closely with your executive team to win the hearts and minds. We know this will drive the company-wide impact that data teams want to achieve.Get in touch and find out how you can unlock the full potential of data in your organisation. Learn more at www.dl-academy.com.

Fredrik snackar med Martin Nordgren om hans nya ljudanalysapp Spectralscan. Appen är ett sidoprojekt byggt på ett par veckor (påskhelgen hjälpte!) på webbteknik och förpackad för både Android och Ios. Vi diskuterar inspiration och lärdomar från spel, var språkmodeller varit till nytta, matte på oväntade ställen, och mycket mer. Dessutom ett sidospår om gränssnitt i köket, och funderingar kring bättre appar för att lära sig nya språk. Gränssnitt som är lite kreativa, och det kanske är okej att saker inte ser standard ut och kräver lite inlärning om de är effektiva och gör en lite glad när man använder dem? Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @thieta, @krig, och @bjoreman på Mastodon, har en sida på Facebook och epostas på info@kodsnack.se om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Martin Alla avsnitt med Martin Avsnitt 293 Dataspaning (Spotifylänk, dataspaning.se finns inte längre

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 23/05 a 29/05.☕ Café Código FontePrograme sua xícara para o sabor certo!https://cafe.codigofonte.com.br

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 23/05 a 29/05.☕ Café Código FontePrograme sua xícara para o sabor certo!https://cafe.codigofonte.com.br

“Jak ktoś to słyszy z branży IT, to już w tym momencie pewnie wyłączy podcast: gość gada głupoty i tyle.” Jakub Mrugalski aka Unknown o postawieniu hostingu na IPv6 i dzieleniu jednego IPv4 między setki użytkowników. Witamy w świecie, gdzie WordPress staje na 18 MB RAM-u, a najtańszy VPS kosztuje 35 zł rocznie.

What separates a transactional HR leader from a transformational CHRO?In this powerful episode, NextGen People founder and executive leadership strategist Dr. Lepora Flournoy breaks down the 7 habits that elevate Chief Human Resources Officers, Chief People Officers, and senior HR executives from operational support leaders into true boardroom powerhouses.This is not another conversation about policies, paperwork, or HR administration. This episode is about business influence, executive courage, organizational transformation, leadership strategy, and the evolving role of people leadership in an AI-driven world.Whether you are a CHRO, Head of People, HR Business Partner, Talent Executive, Organizational Development leader, CEO, founder, or emerging executive leader, this episode provides a practical and strategic roadmap for leading organizations with impact, influence, and measurable results.Throughout this conversation, Dr. Flournoy challenges leaders to stop thinking like policy managers and start thinking like enterprise architects. The organizations that will thrive in the future are not simply the ones with the best technology or systems. They will be the organizations with leaders who know how to align people strategy with business strategy in a rapidly changing marketplace.Inside this episode, you will learn why modern HR leadership requires far more than employee relations expertise or compliance knowledge. Today's executive leaders must understand revenue, productivity, organizational risk, talent pipelines, leadership succession, workforce transformation, culture shaping, executive influence, and change management at the highest level.Dr. Flournoy explains why one of the biggest mistakes HR leaders make is leading with policies instead of leading with business outcomes. Executive teams are not asking for more handbooks or additional procedural documentation. They want solutions that improve productivity, accelerate growth, reduce risk, strengthen leadership, and improve organizational performance.You will discover how elite people leaders frame conversations in the language of the business. Instead of focusing solely on training programs or HR initiatives, strategic leaders focus on measurable outcomes such as reducing ramp-up time for new hires, improving leadership effectiveness, increasing retention of top talent, accelerating readiness for critical roles, and driving sustainable business growth.The episode also dives deeply into intentional culture design. Culture is not accidental. Culture is engineered through what organizations reward, tolerate, reinforce, ignore, and measure. Dr. Flournoy explains why organizational culture is not a soft concept but rather one of the most measurable and powerful business forces inside any company.Listeners will gain insight into how toxic behaviors become normalized when organizations reward results without accountability, and how leadership credibility is damaged when executives say one thing while rewarding the opposite behavior. The discussion explores how authentic culture is created through alignment between values, leadership actions, systems, recognition, accountability, and operational practices.Another major theme of the episode is succession planning and building organizational bench strength before a crisis occurs. Dr. Flournoy explains why organizations must identify mission-critical roles and ensure they have both “ready now” and “ready later” successors in place. Leaders will learn why high-performing organizations intentionally create mentorship opportunities, stretch assignments, and cross-functional development experiences that prepare future leaders before transitions become urgent.This conversation also addresses one of the most critical competencies of modern leadership: data-driven decision-making. HR intuition alone is no longer enough. While experienced leaders often possess strong instincts regarding people dynamics, today's executives must pair wisdom with measurable workforce analytics and business intelligence.Dr. Flournoy explores how leaders can use metrics such as engagement data, promotion trends, performance indicators, productivity measurements, compensation patterns, and retention analytics to identify opportunities, diagnose organizational challenges, and influence executive decision-making. She explains why combining quantitative insights with executive judgment creates a far more compelling leadership narrative in the boardroom.One of the most compelling sections of the episode focuses on change leadership. In an era defined by artificial intelligence, digital transformation, economic uncertainty, evolving workforce expectations, and constant disruption, organizations cannot afford leaders who only function well during stability. Leaders today must build the discipline of managing change continuously rather than treating transformation as an emergency response.Dr. Flournoy discusses the realities of organizational resistance, fear, uncertainty, employee anxiety, system rollouts, leadership transitions, and workforce adaptation. She explains why the ability to lead through ambiguity and guide people through disruption has become one of the most valuable executive competencies in the global marketplace.The conversation also highlights the importance of executive courage. Great CHROs do not simply protect harmony by remaining silent. They speak difficult truths in ways that executive teams can understand and act upon. Dr. Flournoy explains how leaders can raise concerns regarding culture breakdowns, leadership gaps, talent risks, reputational concerns, and organizational dysfunction while still maintaining executive credibility and strategic influence.Listeners will also hear an important discussion around fairness, access, opportunity, and organizational trust. Many of the most influential decisions inside organizations happen quietly behind closed doors — including succession planning, leadership selection, stretch opportunities, visibility, sponsorship, and talent reviews. This episode challenges leaders to think critically about how opportunities are distributed and how organizational systems impact employee trust, morale, and long-term engagement.Throughout the episode, Dr. Flournoy combines executive insight with practical leadership guidance developed through more than two decades of experience working with Fortune 500 organizations, executive teams, and senior business leaders. Her perspective integrates leadership psychology, organizational transformation, strategic HR leadership, workforce development, operational excellence, executive coaching, and AI-driven business evolution.This episode is ideal for:• Chief Human Resources Officers (CHROs) • Chief People Officers (CPOs) • HR Executives and VPs of HR • Executive Coaches and Leadership Consultants • Talent Management Leaders • Organizational Development Professionals • CEOs and Founders • Operations Executives • Business Transformation Leaders • AI and Workforce Strategy Professionals • Emerging executives preparing for senior leadership rolesKey topics explored include:• Strategic HR leadership • Boardroom influence • Executive communication • Organizational culture • Leadership development • Succession planning • Workforce transformation • Change management • AI and the future of work • Executive coaching • Employee engagement • Data-driven HR strategy • Leadership accountability • Business alignment • Organizational trust • Workforce analytics • Talent strategy • Leadership pipelines • High-performance teams • Executive presence • Enterprise leadershipIf you are serious about becoming a more strategic, courageous, and influential leader in today's business environment, this episode will challenge the way you think about leadership, talent, culture, and organizational impact.The future belongs to leaders who can align people, performance, business strategy, adaptability, and culture in a rapidly changing world.Connect with Dr. Lepora Flournoy and NextGen People for executive coaching, leadership development, organizational transformation consulting, AI workforce strategy, keynote speaking, and executive advisory services designed to help leaders build high-performing organizations prepared for the future of work.Follow, subscribe, and share this episode with leaders, executives, HR professionals, founders, and decision-makers who are committed to building organizations that thrive through transformation, adaptability, accountability, and intentional leadership.Support the show

How can learning leaders prove the value of training in an environment where budgets are tight and business impact matters more than ever? In this episode of The Business of Learning, brought to you by VPS, Paul Kent, director of functional development at PepsiCo, shares actionable strategies for measuring training ROI and building stronger alignment between learning and organizational goals. Tune in now for insights on: How the concept of training ROI has evolved in today's business climate Common mistakes organizations make when measuring learning impact First steps for L&D teams looking to strengthen their measurement strategy

Maria Fossarello est arrivée en France à 17 ans avec un rêve : bosser à la Commission européenne. Quinze ans plus tard, elle est VP RevOps de Welcome to the Jungle après sept ans chez BlaBlaCar (marketing puis Head of Paid Channel global, 20M€ de budget sur 21 pays) et un passage chez Qonto (Head of RevOps). Entre les deux, beaucoup de portes fermées au nez. La Commission européenne d'abord. Innocent ensuite, où elle a candidaté avec une photo d'elle et son smoothie préféré (résultat : réponse automatique). BlaBlaCar Londres, où on lui a proposé un poste de Country Manager qu'elle ne comprenait pas. Tout ce qui rend son parcours intéressant aujourd'hui s'est joué dans la façon dont elle a transformé ces refus en énergie, puis dans la façon dont elle a appris à prendre des sujets que personne ne réclamait dans ses boîtes successives. Cet épisode, c'est une plongée dans le quotidien d'un VP RevOps en scale-up, mais c'est surtout un manuel de carrière pour toutes les Ops qui veulent grandir avec leur boîte plutôt que d'attendre la promotion suivante.Ce que tu vas apprendre dans cet épisode :Comment monter en responsabilité sans titre officiel : sortir de sa fiche de poste, prendre les sujets vacants, et rester volontairement large pour multiplier les opportunités.Pourquoi un VP RevOps doit gagner la confiance de ses pairs (les autres VPs) autant que de sa propre équipe.La méthode 1:1 que Maria a affinée année après année : commencer par l'humain "comment ça va ?", refuser les 1:1 où elle parle toute seule, et pourquoi le peer coaching bat la progress review.Ce qu'il faut tuer en priorité dans une scale-up française : les meetings récurrents à plus de 6 personnes qui durent depuis trop longtemps, et l'illusion que travailler 12 heures par jour rend productif.La différence concrète entre un VP RevOps et un CRO en scale-up : Maria détaille son organigramme chez Welcome (CEO → CRO → 4 VPs en France et UK) et ce que ça change dans son quotidien.Sa position assumée d'anti-framework : pourquoi copier-coller un playbook entre deux contextes ne fonctionne presque jamais, et comment elle pense la priorisation par quarter à la place.Notes complètes, ressources et captures de l'épisode : [lien] Pour aller plus loin :Gemba (terme japonais) : aller sur le terrain avec son équipe pour comprendre un sujet complexe ensemble, pratique reprise de Qonto.Modjo et Dust : outils utilisés par Maria chez WTTJ pour faire des analyses approfondies sur les transcripts de calls (pricing, playbooks, objections).Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

La MEGA ISLA FINAL es nuestro Internet ¡dentro de Internet! El mayor proyecto, el más loco, la antasís de cualquier geek y Meek. De eso se trata todo, ¿qué ocurre cuando mezlamos IA con VPS y muchos servicios muy locos?Agencia recaudatoria de la Isla (Proyecto MEGA ISLA):Paypal: juliommd@hotmail.comBizum: https://revolut.me/julioqdf

Fredrik och Johan Thelin snackar mjukvara i bilar. Varför är det ens svårt? Varför har begreppet software defined vehicle ens blivit en grej? Conways lag gäller även här, och när man fått ordning på en del tekniska grunder så blir allt som vanligt ett organisationsproblem. Kan biltillverkarna komma på nästa stora grej kring tjänster och mjukvara för bilar? Eller är de för bilcentrerade? Vi diskuterar också hemautomatisering, hur kul det kunde bli med fler öppna API:er mot ens bil, varför man med mjukvara sparar en massa pengar på kabeldragning, och mycket mer. Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @thieta, @krig, och @bjoreman på Mastodon, har en sida på Facebook och epostas på info@kodsnack.se om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar Johan Tidigare avsnitt med Johan Wirelesscar Påskägg i Mercedes infotainmentsystem VECS - konferens i Göteborg Foss-north - öppen källkodskonferens som Johan varit med och drivit under lång tid SDV - Software defined vehicle ECU - electronics control unit CAN S80 Functional safety ISO 26262 Freedom of interference Hypervisor Conways lag Termodynamikens lagar Remotivelabs - bygger abstrakt bil Android automotive Genevi - heter numera COVESA - standardorganisation inom fordonssystem VSS - vehicle signal specification ID buzz Eclipse SDV-organisation FEDERATE-projektet "aims to collect and evaluate future trends, derive a common understanding (glossary), prepare and maintain a road-map, help to create a vibrant SDV community in Europe and furthermore, foster a European initiative and to orchestrate a strong open European collaborative community." QNX Stöd oss på Ko-fi! BMW försökte ta betalt för sätesvärme Android auto Tibber EU data act Öl-appen för tidiga iPhone Carplay ultra Home assistant Volvo cars utvecklarportal Teslas öppna API:er AVAS-puck - liten GPS-nod The innovator's dilemma av Clayton Christensen Titlar Jag jobbar data Alla påskägg på en gång Det är alltid ledigt varje vecka Nästan ett skällsord En knapp för alla funktioner Ett organisationsproblem Ett kabeldragningsproblem Man centraliserar datorkraften Funktionell säkerhet Garantera att du inte kan störa Hur många team tar det Det blir ju en bil Ingen abstrakt bil Någon form av representation av din bil Alltid lite open source när jag är med Hundra miljoner rader kod i en bil Hundratusen buggar i varje bil Fler färger till mina LED-lister Från bilen och ut Ett väldigt dyrt tillbehör till min telefon Koka hela det havet Sällan så ser man bilen boota Titta inte på mig Vem blir den nya Nokia?

En este episodio os cuento todo lo que hemos construido con "Isleño" — un ecosistema digital que va mucho más allá de lo que imaginé cuando empecé.

Send us Fan MailAs impacts from the war with Iran become more evident around the world, and more serious, we dive into how one highly experienced supply chain manager is managing the disruption. Hint, planning is key, but existing relationships (or lack thereof) with suppliers can play a significant role in your response.Jeff Zudock, a veteran of ExxonMobil and an expert in supply chain management and troubleshooting, shares his insight into how companies are handling this emerging crisis. More product shortages are likely in the coming months as material storage is drawn down and not replenished. What can you do about it? Jeff offers up his perspective for VPs and senior managers working these critical issues.We talk about why the Iran conflict is not just an “oil story,” but a transportation and capacity story, where vessels get trapped, lead times stretch, and costs surge even when material still exists somewhere in the world. Jeff explains how modern global supply chains depend on invisible feedstocks like methanol and other industrial chemicals, and why some specialized fuel additives are made by only a handful of producers across limited regions. From there, we zoom out to the management systems behind the scenes: just-in-time inventory, minimal safety stock, and the harsh math of rebalancing supply across oceans, rail, and truck when ships and containers are out of position. Jeff shares a practical crisis management approach for procurement leaders: map your gaps, set trigger points, segment customers, communicate early and often with suppliers, and empower the people closest to the work to run tactical solutions while leadership steers the longer-term plan.If you want a clearer view of supply chain risk, procurement strategy, and business continuity planning under real pressure, listen now. Subscribe, share this with a colleague, and leave a review: what part of your supply chain would break first?Reach Jeff Zudock on LinkedIn here.#supplychain #iranwar #crisismanagement #procurementSupport the showWe'd love to hear from you.  Email the show at Tom@leadinginacrisis.com.

Dive into Episode #169 of the Psych Health and Safety USA Podcast, featuring host Dr. I. David Daniels, PhD, CSD, VPS, and special guest Randy Milliron, the Administrator of the American Society of Safety Professionals Public Sector Security Special Interest Group, a OHS veteran of 28 years, and a content creator for RSM 307 Studios on YouTube. After spending several years in the mining industry as a safety professional, paramedic, and rescue technician, Randy joined the public sector a decade ago and has since focused on the health and safety of public-sector workers. In this episode, he'll share his thoughts on the differences and similarities between the sectors, as well as some important points for leaders looking to improve psychological health and safety in their organizations.

En este episodio os cuento cómo Jane, mi asistente digital, me ayudó a montar un servidor VPS para la webapp de la iglesia (SuanzesApp) desde cero.Jane no solo me guió en la configuración del VPS de Contabo (Ubuntu, Nginx, Gunicorn, PostgreSQL), sino que también:•

The Great Talent Redistribution: Where is Talent Actually Going in 2026 and beyond?  Is the start-up compensation model broken? How about big Big Tech? How about non-tech small & medium businesses? What is happening to talent, going forward? This and many other topics in this episode of Tech Deciphered. Navigation: Intro The Broken Contract? The Great Unbundling The Three (?) Destinations Alternative Cap Tables, Alternative Compensation Models Investor Landscape Fragmentation Operator Playbook and Predictions Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Goncalves Pedro Introduction Welcome to episode 77 of Tech Deciphered. This episode will focus on the great talent redistribution. Where’s talent actually going in 2026 and beyond? The Silicon Valley deal of the last 30 years, very low salary, stock options, you will either sell for a ton of money or IPO, and everyone gets rich, is seemingly broken. Or is it really? The dominant narrative says the tech middle class is dying. We disagree. There is obviously a lot of stuff going on whereby big tech is partially barbelling. There’s a superstar concentration on the top. There’s a bit of a seemingly allowing of the belly. We’ll come back to that. We don’t quite believe that is totally true. There’s a collapse at entry level. The belly is migrating into three, potentially even more, very different destinations: AI native startups, human-verified premium businesses, and the read the industrialized middle of the S&P 500 and SMB world. Each has its own cap table, each will have its own compensation model, and each will have its own investor profile. In some ways, this is the third episode in our Reset trilogy. We started with episode 75 on the SaaS-apocalypse. We talked about the great private capital reset in episode 76, and now we talk about talent redistributions. Bertrand, exciting times, not always positive times.   Bertrand Schmitt Yeah, it’s exciting times because it’s a time of change. Of course, we have the doomsayers. If you listen to Dario Amodei of Anthropic, every white-collar job on Earth is going to disappear. I think I strongly disagree, and I suppose you too as well, we strongly disagree. It’s going to be more of a redistribution. If you look at the history of technology, this is what always happened. We forget how many jobs have disappeared over the past 150 years. We move from a time of 150 years ago. People were mostly in agriculture. Then you had a lot of weird jobs that disappeared from people transporting water to people bringing ice from the pools to people doing the job of computers. People forget that computer was a title given to human beings. We’re doing calculations. Then, of course, secretory jobs in the ’80s, ’90s, where suddenly anyone can type using a word processor, the rise of Excel, that sort of stuff. Many things have changed. Some jobs have indeed disappeared. Some jobs have totally transformed. Where you do these jobs have changed. I think we are at a similar stage where, thanks to AI, and I would say for now, or at least the rise of AI coding, there is a dramatic change happening. I don’t think it means that people will be without a job. It just means, from my perspective, that jobs are changing. You are not just doing a lowly coding level task that actually indeed could be replaced, but you are going to have more of builder type of mindset, a product manager type of mindset going forward. We also expect that the distribution of jobs, depending on the type of business, will be quite different.   Nuno Goncalves Pedro The Broken Contract? Maybe let’s reset a little bit to the broken contract, or if it’s really a broken contract. There’s been this image in technology and tech that basically you get paid very little to work in tech. You get a bunch of stock options. The earlier you are in the company, the higher the level of stock option grants you get. Then you make a ton of money at some point because the company will either sell or IPO, and that’s heard of it. Obviously, there’s a lot of movements happening right now that are changing how these dynamics work. The first part is obviously AI, and in some ways, AI is shrinking companies. It’s not unheard of that companies with as little as four or five people reach 50 million in ARR. There’s companies with one person that have gotten bought for hundreds of millions of dollars or billion of dollars. Obviously, things are moving very, very fast, and therefore, there isn’t a large employee cap table. How would you share the upside? Would you actually give a couple of percentage points to an early employee rather than your 0.2-0.5% kind of thing for early employees? The second part is a little bit the other side of the table, which is the IPO market is seemingly in a drought. There’s not much happening in IPOs. Maybe 2026, at some point, there will be an unlock, but right now, it’s seemingly difficult to get your upside. Even if you’re an employee, you have to wait a long time. The median time of IPO has climbed over 10, 11 years, the longest in over a decade. Basically, not only you have to wait a long time as if there is an IPO drought, like we might be going through right now, when do I actually get my cash back? Unless the company gets bought, maybe there are secondary transactions along the way, maybe there’s something else. But obviously there’s a little bit of a reduction and lowering of the upside seemingly for this contract and for this place. The easy conclusion that I think many are taking is, because of all of this and all the layoffs that are happening, even in big tech, that serve the tech middle class is dying, that basically AI screwing the workers, et cetera, there’s also a lot of discussion that even it might be affecting the entry-level jobs as well. Everyone coming out of undergrad right now can’t get a job, et cetera. There’s this doomsday scenario that you’re alluding to that everything is changing. We have a slightly different perspective. We think there’s a realignment of market. In layoffs, there was a lot of layoffs that were warranted. Big tech, in particular, had actually hoarded a lot of engineering capacity over the last decade or so. There’s a little bit of a realignment that needed to happen in any case. When everyone’s saying, “Well, AI is compressing everything,” well, it’s compressing right now, but we don’t think actually it’s going to compress over time. You’ll still need engineering and science talent to come on board for you to be able to scale up. It’s not like AI is going to take care of everything and teams are going to be five people for companies that are worth a trillion dollars. That’s not happening. Today’s thesis, I think a little bit of this doomsday scenario needs to be seen with a more nuanced lens. I think that’s how we’re framing today’s episode, that there’s a bit of a nuance, there are some extremes happening. We’re going to talk about those extremes, but ultimately, it’s not quite as simple as saying that the tech middle class is disappearing in early jobs are going to be a thing of the past.   Bertrand Schmitt At the same time, what you started with is true. I mean, that 50 million ARR company, just five people. At a bigger scale, that’s exactly the matrix for Anthropic. They have reached a stage where they are at a range of 12 million ARR per staff per employee. It’s metrics that are definitely never seen before. I don’t think any company raised to this level. Best in class, best run companies, one, two million per employees. I mean, that was your target if you can make it. We are definitely in a different game. But I think what matters at the end of the day, and that’s what we’re arguing, is that you have to see the big pictures. Yes, some positions might disappear inside some companies, but some other positions will be created in other companies. Usually, what people do is keep talking about the jobs who disappear and not looking at the bigger picture of jobs that are being created as well. What is true, and I think you alluded to that, is that the big tech the past 10, 15 years had some strategy of hoarding talent in a war where having the best talented people will make the difference in numbers, will make the difference between winning or losing. The Google of the world, the Microsoft of the world, the Amazon of the world, they were hoarding talent. They would try to make sure that they might not have such needs in talented number of people. But if they have the talent, it means their competitors didn’t have the talent. It means that the startup trying to reach scale couldn’t pay the giant salaries that the Google of the world were paying. There was definitely some hoarding. But it went so far in the 2020, 2021, that I think since then there has been a coming back to normal. There is also now in 2026, the recognition that it’s not true anymore. Yes, talent can be very valuable, but there is now a bigger and bigger gap between the extremely talented versus the rest that are merely talented because of AI. AI is able to replace at scale your software engineers, your software managers. I would say it’s quite new. I don’t think it was true a year ago. We’re really talking about a recent dramatic change in what can be achieved thanks to AI. We can see most of the big AI companies are moving to coding. It was started by Anthropic as a trend, OpenAI has followed through. Obviously, the Cursor of the world existed before, but they were not as successful. All the Chinese open-source models are moving very fast to coding optimization the past few weeks. It’s quite an incredible change. I think there is that dramatic change, recognition that coding can be done differently. As a result, we are going to see change in the distribution of jobs. I think it will start from the top because we see the news of the big Google, Microsoft, Amazon, and others who used to hold talented software developers to a change in realization that no, we actually need to invest in AI. We need to invest in compute because compute is going to do the job of most of these people. Therefore, we can’t pay for both at the same time, even us with all our money, we cannot. Wall Street is not going to let us do that. They start by removing a lot of position. I think we see that accelerating, quite frankly. We have only seen the beginning, but in the next 2 years, we see a dramatic shift. But I think my position, I guess yours, and you know as well, is that there will be a lot more opportunities created as well, probably by also entities.   Nuno Goncalves Pedro The Great Unbundling Yeah, there will be more opportunities created. The hoarding is just taken also a little bit of a different view. To your point, there’s hoarding of resources, compute, et cetera. But there’s also hoarding of top talent. We are seeing people getting paid, packages all in that could run up to 100 million, in some cases even over 100 million over several years. This is unheard of. I mean, an officer of Meta would make, I don’t know, maybe 20, 25 million a year. It’s like now there are people that are on the top end of AI researchers that are getting paid around that amount just to join some of these companies. There’s a little bit of a different hoarding. It’s very selective hoarding of certain talent. We’ve seen some acqui-hires. We’ve talked about it in previous episodes that are just literally about getting one or two people specifically to come on board. Alexander Wang, again, going to Meta to lead their intelligence labs there. I feel, I don’t know what you feel, but I feel this is a transition moment where there is overpaying for certain talent on the top of the market. At some point, this will stabilize. You can’t keep paying people 100 million over 4 years or something like that across the board. To your point, a lot of this is actually going to scale up quickly also on the AI side. There’s a little bit of a different hoarding happening on the top end, not just the resources, but also of people, which seems to give further this notion of barbell, that there’s two extremes, the haves and have-nots, the super-duper talented people that get paid a ton of money, tens of millions of dollars a year at the very least. Then the emptying of the middle where there’s a ton of tech layoffs going on in some ways, the belly, as they would call it, is being expelled. The middle market, the managers are being fired because there’s nothing to manage. There’s a lot of positions going away. In some cases, you might keep some of the more junior talent, but with a little bit of experience. But even the talent coming out of colleges is not getting hired either. It’s a little bit of a weird thing where there’s hoarding at the top, there’s an emptying of the belly, the middle, and then the early, early, early is also not getting recruited. It’s like what gives? How is this going to look in the future? I agree fully with you, Bertrand, that there’s a migration of this talent, not only to other companies, but also to other jobs. There will be new jobs that will emerge out of this. The DevOps, dev tools market didn’t exist until maybe 20 years ago at scale, and it got created. In some ways, we’re seeing there will be new markets, there will be new roles and new jobs that will be created around engineering teams going forward. We can’t anticipate all of them. But basically, the emptying of the belly is true as it’s happening right now. The low hiring on the early and the top end, getting tons of money. We think this is a transition to something else. There’s the hoarding of engineering in general is coming to an end at momentum. Now it’s time to rightsize teams, to get the right at the table, et cetera, and start figuring out what works and what doesn’t work. We’ve already had some horror stories coming out even from Amazon where they were breaking systems with their use of AI tools, and I’m sure it’s happening across the board. I’m on a board of a company and been tremendously affected by Meta and its algorithms, where basically because of advertising, there have been people served with ads for this specific company where the ad doesn’t match the company, so basic stuff like that. It’s been actually very, very difficult because in some ways, the company goes back to Meta. It’s like, “Hey, dudes, you guys are serving ads that are not even our ads with our copyright and stuff. How does this work?” They’re like, “Oh, it’s AI.” It’s like, “Well, it’s AI but can you give me my money back?” They’re like, “No, we won’t give you money back.” This creates huge issues for companies, for example, that are very dependent on advertising, which obviously there’s a lot of industries that are. They’re actually in production systems at scale. Meta is, I think now, the largest digital advertising in the world. I think they outgrew Google in one of the last quarters. Basically, this has a tremendous effect that systems that are in production at scale are getting inputs and changes driven by AI tooling, and somehow nobody can say what the hell is happening. Again, there will be a reckoning, there will be a redistribution, there will be a rightsizing of teams and an adequacy of teams going forward. I personally think this is a transition period.   Bertrand Schmitt I think we are moving from hoarding or software engineering to hoarding the top of the top scientists in AI and hoarding of GPUs, GPUs/data center. For me, it was quite interesting to see the deal of Cursor with xAI, where basically they couldn’t get access to computing resources to run their model. But xAI had, I forgot the exact numbers, but close to half a million GPUs that no one, I mean, “no one was using” because their services are not so successful yet in terms of AI chatbot and the like. Basically, suddenly they are like, “You know what? We control access to resource.” But the new resource is, again, a mix of extremely talented AI engineering or AI scientists versus GPUs/data center. There is this race of controlling boss and everything else is going to be collateral damage. Some examples, I think, are quite interesting. You talk about some example of Amazon, even some production issues. I remember reading a quick post-mortem of one of the issues, and the conclusion was it was AI, definitely part of the issue. But the other part of the issue was AI used by junior engineers. For me, it’s interesting. It shows that actually junior plus AI is actually a danger zone. That’s why many companies are going to be way more careful. “Why do we need the junior people if they are just playing with fire?” I think we go back to that situation of barbell, as you call it. The top talents are extremely valuable because they know how a production system works. They are here to develop better AI systems. But the junior guys playing with fires, yeah, maybe it’s cute in startups, but in a big time production environment, a different story.   Nuno Goncalves Pedro There will be a barbell with top-end talent super-mega paid and then mid-level talent that is individual contributors still doing a lot of great work, et cetera. Along the way, a lot of emptying of entry, a lot of emptying of the middle. Where does the talent go? The Three (?) Destinations I think we could say there’s three destinations for this talent. Maybe there’s four, maybe there’s more. Three that we can immediately identify. One is the AI native startup piece, where we have smaller teams that potentially get to a lot of revenue or top line over time, and where the Series Seed is the primary round, where we’re seeing Series Seed being raised of tens of millions of dollars, actually even hundreds of millions of dollars in Series Seed. In some ways, the stars there can get incredible compensations in terms of stock. They will stay for private and selling in secondaries later down the road because there’s so much capital at the table. Actually, in some ways, salaries are very high as well in some of these companies. It’s not like you’re trading off anything. You can get paid a lot of money. If your company at Series Seed for 10 or 15 employees has raised 50-$100 million, you can pay great salaries. In some ways, this is the extreme destination. The AI native startups that can make it is the extreme destination. Now, there aren’t a ton of AI native startups that can raise 50-100 million to 400 million in Series Seed, just to be clear. There’s a handful of hot deals in that space, but that’s one clear destination for top-end talent going through that. In that market, I think that’s one of the destinations. The second one is more what we would call the human-verified premium. It’s more of a play of companies that has still the need of human in the loop, either in terms of development, also in terms of activity, either because go-to markets are very intensive, and so therefore you need to have sales forces, partnership teams, et cetera. Or on the engineering side, it needs to have a lot of customization, integration. Companies are not just going to the, “Oh, you can come in and just apply your AI tooling and somehow magically the systems all work.” there needs to be quite a lot of and work and high touch work in getting stuff done. A significant part of that market, I’m not sure, is super VC investible. Maybe it’s a hybrid of private equity in VC, more PE style in many cases. It’s a PE-hold, sell to someone else market. As we’ve discussed in a previous episode on the SaaS-apocalypse, that hasn’t quite worked out for PEs. Question marks on how that human-verified premium market is going to evolve. But obviously, there’s a lot of work still to be done there, even on the engineering and science side. That’s the second potential destination. Then the third more aggressive destination is the reindustrialized middle companies that have a lot of specificity in going after small and medium businesses, local or regional affectations like ERPs or CRMs for specific markets, et cetera. Those are the three natural destinations. I would add the fourth, which is big tech. I mean, big tech doesn’t magically disappear, and I don’t think it fits neatly into any of these three markets. In some ways, big tech is now looking at the extreme for top talent a little bit like the AI native startup because they can pay. They can pay the 100 million every four years, et cetera. I do think it will typify taxonomically into a fourth type emerging, where, as we discussed, you’ll have top-end individual contributor talent. You’ll have the absolute top-end of the market because they can get paid. Then you’ll start having the emergence of earlier talent that is highly capable, et cetera. That will go back to a bit of a normal distribution in terms of talent on big tech. For me, those are the four destinations that I would put at the table.   Bertrand Schmitt For me, big tech moving to big tech, I’m not sure if it’s really a destination. I mean, yes, in some ways it’s a reshuffle between the big tech companies. They are definitely all fighting in some ways for some of the same people. I can see that dramatic shift where big tech has to remove a lot of positions in order to replace by AI. Again, I think at this stage, it’s mostly driven by AI coding. We are still at the beginning because this is brand-new phenomenon that AI coding is so successful at its task. I don’t think it was true even 6 months ago. Some companies, take Anthropic, take OpenAI, are definitely there or close to be there in terms of no more writing of a single line of code by a human, zero. This is, again, 6, 12 months ago. Not true. But now it’s true in a few top companies. Take OpenClaw as well, most successful GitHub project of all time, not a single line written by its author. It would have been impossible. We’re talking about hundreds of thousands of line of code in a few months. It’s impossible to achieve that manually. If you look at the other big tech companies, the Google of the world, the Meta of the world, the Microsoft of the world, they are absolutely not there yet. They are going to be there because they have no choice. It’s you either go fast there or you die. You are not going to be able to survive competitors that are shipping 10, 50, 100 times faster than you are shipping. It’s a life and death situation. All the big tech companies are going to move, and mark my word, in the next 2 years from 10, 20% of AI-written code to 100%. During that transition, the next 2 years max, if you don’t do it in 2 years, you are going to die. Your stock price is going to crash. Then, of course, you will have to make changes. You will have to invest more in GPUs. You will have to invest less in your standard typical software engineer employees. Like you, I’m very optimistic that there are new buckets. AI-native startups definitely will be there. It will be transformational. Human-verified premium, very interesting category. In a way, it will be businesses that are inevitably less scalable through AI, and there is definitely a spot from there. I think the biggest would be the reindustrialized middle SMBs. Most of S&P 500 type of business are going to dramatically offer new software opportunities, new opportunity story to talented software employees because they will need to implement AI in everything they do. They will do it. They will need people who have software engineering knowledge in order to implement these systems. For them, what’s changing dramatically really is that thanks to much cheaper cost as thanks to AI coding, a lot of software projects that they couldn’t afford to do, that they couldn’t imagine doing by themselves, they are able to do it. They will invest in a lot more software capabilities than ever before. That will be a big game changer. And software, very tuned to their business model. There might be less buying of your traditional off-the-shelf SAF software and a lot more investment in a highly custom software by their own team, assisted with AI. I think that would be the part that is most transformed by all of this in a positive way.   Nuno Goncalves Pedro Alternative Cap Tables, Alternative Compensation Models This will lead to a very fundamental shift, right back to the broken contract. What does the new contract look like? It looks like alternative cap tables depending on which bucket are you transitioning into. If you’re going into your AI-native bucket, and you’re a top-end talent, you’re like, “Dude, I’m worth 100 million over 4 years, so just compensate me accordingly with a mix of options in the company plus my salary.” If you’re top 1%, you can probably get away with salaries that you’d get anyway at mid-level from 300K, 400K and above, and you can get actually a lot of options already in the company. A lot of this is happening right now. There’s a premium for AI, we know that. There’s a premium for AI at the top end of AI researching, in particular on companies that are doing hardcore research on staff AI engineers, so companies that require actual AI engineering. There is a premium that is significant. It could be as high as 18% over non-AI peers, and it widens actually with seniority, shockingly enough. This is more of an average than anything else. Now, for me, and it’s for debate, but the perspective is this extreme comp will need to compress at some point. There will still be the haves and have-nots paid much better than the have-nots, so to speak, but there will be a compression. The variance can’t be the variance we’re seeing today for absolute top-end talent. That said, there will be variants. We know that big tech for over a decade, decade and a half, for example, in the Bay Area, has been paying a lot of money for director and above levels that used to be the VPs, so a million, a million and a half a year, all in compensations. It’s not unheard of that this will actually increase after this stage. That said, I do think that the compensation extreme that we’re in will get diluted down the middle. It will actually come down at some point. It’s part of where we are today. As we know, it is still a bubble.   Bertrand Schmitt Yeah, it’s an interesting point. I think it’s possible. At the same time, that compression coming 2, 3, 5 years. At the same time, we have examples where there is no such compression. Take the top sports players in the world, golfing, basketball, NBA players. There has not really been any compression at all. For me, it’s interesting. If you look at the big tech companies, each being one of this top NBA team, why would such compression happen? As long as they are competing against each other and generating plenty of cash, I think there will be some fair question. We will see. I don’t have a strong opinion, but for me, it’s not a total given.   Nuno Goncalves Pedro For me, the shocking thing is the faster AI becomes better, the more that compression will happen, because at some point, it’s like, why do you need the top talent as well? I don’t know. It feels like you’re trying to evolve a system that’s there to replace you. It’s like, “Okay, I’m getting paid 100 million over the next 4 years”, and then you develop something that’s so good that replaces you. Thank you. That’s cool.   Bertrand Schmitt That’s a total possibility, yes, because we are in that very unusual market where the game is to only replace yourself and people like yourself. At some point, it is a possibility, I guess this one. Right now, we’re talking about replacing your “average software talent”. In 2 years, could we absolutely replace the absolute best top experts in the world? Probably. I think it’s just that at some point we’ll be reaching the stage where we strictly have no control anymore on our AI systems because no human is able to challenge and understand what’s produced. It’s not just a question of scale anymore. We’re talking about a gap in IQ, basically.   Nuno Goncalves Pedro Exactly. It will happen at some point in history. We don’t know exactly when. For the second bucket, the human-verified premium bucket, it’s difficult to see how an HVAC company or an HVAC roll-up of scale or a regional health care platform or high touch go-to-market, B2B, SaaS play, et cetera, for a vertical will compete. At the same end, they have to compete and they will compete. There will be more and more jobs, we believe, for engineering talent in these companies. They’ll have to be more and more AI-enabled themselves. The cash salaries will have to be competitive within the local markets, not necessarily with Silicon Valley. There will be potentially profit sharing and revenue sharing and actual dividends played at the table. The model there on the cap table needs to change a little bit, needs to be probably propped up more on salary and on some way of doing profit sharing or actually having dividends paid to employees and figuring out employee to equity in a more aggressive manner. This is the market that probably was already very attacked, so to speak, or let’s say, occupied by private equity firms. There are still obviously part of that model that would work well. There needs to be a fundamental shift, certainly on the quantum of salary compensation, dividend compensation, profit sharing, and all of that. Then last but not the least, obviously, we had the bucket around basically the reindustrialization of the middle, so everything else, which will take most of the belly that we were talking about. This is probably a poor analogy, the belly fat. It’s not belly fat, it’s people that were doing their jobs that now are getting disrupted. In some ways, that bucket will absorb a lot of that belly, will absorb a lot of talent. The small and medium businesses that Bertrand was saying will need to crucially become more AI, software-enabled by themselves, even with some core stuff and underpinnings that actually might not even require AI in terms of infrastructure platforms. There, you need to get properly paid. Again, how many people do you need in your engineering team if you’re a small business? Probably not a lot. It’s maybe you need one or two people and that’s it. They’ll need to be very nicely paid because they’re running the stuff in the rails. This is probably a market that over time, as AI gets more and more competent, will also be disrupted, but let’s not talk about the disruption to the disruption because otherwise, we’ll stay here the whole day, but certainly a market that has a lot of potential to shift and to absorb a lot of the moments that we’re seeing in terms of layoffs happening in the US in particular.   Bertrand Schmitt This category was a category that historically could not compete with Silicon Valley salaries, could not attract the most talented engineers. It’s not a category that didn’t want to bring these people on board. It’s a category that just couldn’t afford to bring this talent on board, typically. I think it would be a dramatic shift for them when suddenly there are opportunities to hire these people. There is an opportunity to hire them at maybe more reasonable prices from this company’s perspective. You talk about small companies, the great thing is that there are millions of small companies at some point. I think things could be truly transformational. Of course, some of these engineers, software engineers, might decide to become entrepreneurs on their own. Solo entrepreneurs, small businesses, build their own, easier to build their own product to market so to serve other companies. I think there will be quite dramatic changes because not all companies will be disrupted by AI as much, but not every company will benefit from improving processes, improving software through AI. At least early on, you will need this human touch to make it work inside a business. Interestingly enough, I was hearing that some companies like IBM were hiring more younger people to do the work of going to the client, understand their needs, propose implementation plans. That forward deployed engineer, those positions, I think there will be more and more available.   Nuno Goncalves Pedro Investor Landscape Fragmentation What happens to investor into the landscape? We already had an episode, the previous one, Episode 76, where we talked quite a lot about the big capital reset on the private equity and private reset, including venture capital. Just maybe to summarize, how does it align with the buckets that we’ve just been discussing? I think the AI-native bucket clearly is going to be the key bucket. There, we’re going to see two movements. One movement, which is the mega funds, as we discussed in the last episode, are no longer just VC funds. They’re really mostly multi-asset private equity funds, maybe even private equity hedge funds in some cases. Those funds will be all over the high-growth AI-native companies and will be pouring money into companies that are scaling really, really quickly. The early stage, so to speak, VCs, the actual VCs that will stay in the market will be the guys probably identifying the next big wave of AI-native companies. We’ve discussed that as well in the last episode, some research that we did at Chamaeleon that I shared in episode 76. We’ll see that as emerging. What happens to the second bucket, the bucket around human premium, human in the loop? Likely we’ll have more and more private equity capital going into it and the large-scale VC guys, the Thrives of the world, they’ve just announced Thrive Holdings, and others going after those markets as well. It’s trying to converge into the private equity market, which aligns with the point we made in the previous episode that the VC mega funds are no longer VC, that they are private equity, multi-asset class. They’re going after a bunch of things. There’s a conversion happening from VC into private equity. It was going to happen anyway because the private equity guys were coming into VC as well and the hedge funds were coming to VC as well. There’s a convergence in the middle of very, very large funds and large assets under management happening to go after some of these opportunities, certainly in Bucket B. Then this Bucket C, so to speak, the bucket of reindustrialization, as Bertrand was saying, very well, likely will be self-funded for a significant period of time. Will self-fund with their own cash flow. Doesn’t need to have a ton of capital intensity. Maybe you need one or two engineers to do stuff, but that’s it. You don’t need tons of capital. You didn’t need in the past, you won’t need it today. Not sure there’s going to be a fundamental shift to that market.   Bertrand Schmitt Yes, I certainly, overall, agree with you. That last pocket, probably little change to the capital and capital structure. Again, I see that as the biggest opportunity for a lot of people who might be less needed by big tech and also top tech companies. What is sure for the first category, the high native startups? I would say more overall in the VC ecosystem, there is no space left for SaaS anymore. I think SaaS, as we used to know it, is dead in some ways in the sense that new pure SaaS software startup are definitely out. Existing ones that are critical to run your infrastructure, the Salesforce of the world, I think they’re in a decent spot. Actually, interestingly, they changed their pricing model to now sell to AI agents, not just per seat. There is a change in pricing there. But this day and age of funding a pure SaaS software startup through VC money, no way. VC money going to AI-native startups, AI-focused startups, to biotech, to deep tech, to defense tech, yes. SaaS as a fundable category early on, I think it’s over.   Nuno Goncalves Pedro I’m a bit more nuanced as we shared in The SaaS Apocalypse episode. We can call it whatever we call. It’s applied AI is the new SaaS thing. Horizontal applied AI is the new horizontal SaaS or vertical applied AI is the new vertical SaaS. I agree in common with your point that very specific point solutions around SaaS will be disrupted by nature with all the easy stuff you can do today with AI. It will take a while. This is not something that’s going to happen this year. It’s going to happen over the next years. Maybe interesting to also talk about the exit markets. I think the IPO market, as we’ve also discussed in the past, there is, in my view, going to be a reopening of the IPO market, I think this year, probably later in the year, third or fourth quarter. The median time to IPO actually is going to be really weird because there’s going to be potentially some companies in the current landscape, bubble or no bubble, that are going to IPO, the OpenAIs of the world, Anthropics of the world, et cetera. There will be more and more aggression, I think, on M&A. Big tech has already shown it, that they want to buy into markets. Large non-tech companies have also started doing acquisitions in space. To prop up their IT teams, their engineering teams with this world that we’ve also discussed in previous episodes that I’m going to own my own engineering stack for now. As we see, that normally doesn’t withstand the test of time. At some point it will get unbundled and served by someone else. Then finally, the secondary market is very hot right now. Obviously, there’s heavy discounting on some areas, high premiums on others. The exit market, strangely enough, is going to be propped up, in my opinion, over the next year to 2 years, dramatically. Then we’ll see if there’s a big reckoning around the bubble that we are clearly in or not, if it’s a soft landing or hard landing. Definitely, there’s going to be a lot of exit paths over the next year to 2 years.   Bertrand Schmitt Concerning the “bubble”, I have two perspectives on this. One is it’s a bubble in the sense that money is going to a lot of players and some players are going to blow it up. There will be a concentration of players at the end, like it usually happens. If you look at, for instance, long time ago, the railway revolution, there was that intense influx of capital. At the end of the day, there was a dramatic change in transportation in the US and a complete railway system put in place. Yes, some investors lost money, some companies went bankrupt, but the transformation was fully real. There were a lot of top leaders at the end of this revolution. The change after that only happened, we guess, post-World War II, with the construction of the highway system and the rise of airlines and plane transportation overall. Here I feel it’s similar in the sense that, yes, there is a lot of money going in. Some players are going to blow it. They will misuse the money in different ways, but that’s part of dynamic allocation of capital. Of course, you make mistakes. That’s what happens. At the same time, I feel it’s a similar level in the sense of this is a dramatic change in the US infrastructure. This buildup of AI data centers filled with GPUs, integrated at scale with some of the best software in the world and running it, supported by a dramatic shift in energy infrastructure. This is for me similar to the Railroad Revolution. Some players might not own the data center they build because they didn’t manage well their debt, they didn’t manage to run proper software. You know what? They will get acquired by somebody else. I think we are at this level of fundamental transformation. The fact that in a matter of maybe 2 years, the move from 0% of code written by AI to 100 % written by AI is an insane dramatic shift. Just to be clear, when you move from manually coded to AI coded, we’re talking about a 100X difference in terms of speed at similar, if not better level of quality. The shift is dramatic, and on top of it, you don’t pay salaries anymore to achieve that. You pay CapEx, and with GPUs and OpEx with electricity. It’s a very big shift, positive shift in business model. New unions, no management over it, AI working 24/7. Personally, I think for me, bubble has a bad connotation in the sense of it was all for a waste. I don’t think it’s all for a waste. I think we are witnessing a dramatic revolution of our lifetimes, quite frankly, bigger than SaaS, bigger than mobile. From my perspective, it’s exciting times.   Nuno Goncalves Pedro Operator Playbook and Predictions Let’s move to if you are this person, what would you do in the future? Let’s start with two extremes and go from there. One is you’re non-tech, so you’re not an engineer, et cetera. You’re trying to figure out, how do I scale my activity? Maybe physical labor is where I want to go. It’s not, “Go west” anymore. Definitely not necessarily go west. You should go to, I guess, the states that have no sales tax with very cheap energy because that’s where the data centers are being built if you want to be in that market. Obviously, there’s a lot of stuff that needs to be done: HVAC, electricity work, et cetera. Don’t go west. Go low sales taxes, low cost of energy. That’s likely where the data centers are being built. You probably can just follow. There’s, I’m sure, some way for you to follow where the data centers are being built, but that’s next, I think on that extreme of the table. The other extreme of the table, let’s say you are super ambitious, maybe you’re no longer an engineer, but you’re a product manager in your prompt engineering. You could do prompt engineering all day long. You’re 28, 29-year-old superstar. What do you go and do? Likely either you start your own thing, start your own company because you’re so good at prompt engineering, you probably can do a lot of the code yourself, particularly if you have an engineering background, or you go and join very early an AI-native startup that you think has the chance of going through the roof, and you take a pretty good salary early on, a ton of upside on the company because guess what? Companies like that need product managers. They need people to figure out UX, UI. It’s not going to be, at least for now, yet AI figuring that out for you. Those are two extremes, just to give two of the extremes, like engineering, product management persona, and physical labor at the other extreme, non-tech, et cetera.   Bertrand Schmitt In some ways, every software engineering job is going to become the equivalent of a software engineering manager or a product manager, because suddenly you don’t have to do the coding anymore. You’re managing AI that is coding for you. Either you start to have some manager hat, but we saw the humans, so it’s a very different type of manager, obviously, or you are going to be really an empowered product manager. You’re skipping the middleman. You’re skipping the traditional engineering organization because your engineering organization is AI running and doing the work for you. I still believe that it requires some serious skills. I don’t believe in the vibe coder type of value proposition. I don’t believe in the prompt engineer becoming suddenly super incredible, able to manage that. I still think it requires some serious chops to do the best from all of this and to do it in a safe and sane way. It’s very easy to have poor taste, make mistakes. I don’t know you, but keep reading these stories on the heads of companies who lost everything because of the AI agents. That deleted stuff in production, and they had no backups or the backups weren’t deleted as well. Crazy situation. You cannot run companies like this if you let your agents running wild. You could argue it’s the early days. I would argue it that that issues would be there for a while. You need to have some engineering discipline at core in the company running the business to make sure things don’t go sideways because it would be easy for things to go sideways.   Nuno Goncalves Pedro I totally agree. If you’re thinking, Oh, should my kid go into science and engineering and computer science, et cetera? Absolutely, still, because of everything that Bertrand just said. You need to understand actually what code does and what technology does and what all of that does. That’s still a skill of the future. It’s not a skill of the past. In some ways, it’s still a skill of the future very much. Maybe let’s try two more extremes. Around the same level, the person that decided to do an AI native company bootstrapped initially, having difficulty raising a mega round, but could probably get away with raising a 2-3 million seed round, et cetera. Is that still viable? The answer is yes. There’s tremendous capital efficiency right now happening in the market still, 10 plus higher than if you were doing a SaaS company, and you were a founder in 2019 or something like that. That capital efficiency is going to reverberate. You can run a tighter team, smaller team. Actually, you don’t need that many salaries. If you’re a decent engineer as a founder or if you understand enough as a product manager to just generate that code, you can do a lot of stuff yourself, can bring in maybe one or two technical elements to the team early on as you would have done if you were bootstrapped anyway. There’s obviously a path for that. The other extreme is you’re in big tech, you’re level five, individual contributor, making a ton of money, or you were a manager, and you’re now out of a job, where do you go? You can go to a big company that is non-tech, S&P 500 company that’s non-tech, something like that. You join the company, you’ll probably get paid pretty well, maybe not as high as you were paid in big tech. There’s some stock at the table, but guess what? You’ll have probably more work-life balance than you ever did. That’s the trade-off. You’ll have a better job. On the upside, you can transform the company. You can help and be part of transforming a company from non-AI to AI-first or AI-enabled in the future, whatever BS that will look like in terms of the argumentation to the board. You can actually create tremendous productivity enhancements in a big non-tech company if you come with that background. Again, you’ll have certainly a better work-life balance, so not a bad deal, to be honest.   Bertrand Schmitt Also, to be clear, I talk a lot about AI coding because it’s truly transformational. You could argue that it’s going to be self-improving. We are in the situation of a self-improving AI that keeps improving itself thanks to automated coding. It’s a dramatic, virtuous loop. Obviously, AI is also going to improve everything else. It’s going to improve your marketing, it’s going to improve your search process, it’s going to improve your DNA. Improvements will be everywhere. It’s just that right now we are at a point in the quote-unquote revolution where there is one clear piece of the puzzle that is moving faster than the rest.   Nuno Goncalves Pedro Bertrand, the senior executives at non-tech don’t know anything about that. It could be just a great prompt engineer. That’s the only job you do. “I’m the chief marketing officer. I have someone below me that’s doing the whole work.” Nobody knows. Nobody’s the wiser, I guess. I’m being facetious, but not fully.   Bertrand Schmitt Yeah. There would be a transition period where what you described happen. I want to say, going back to AI coding, I think that the part of AI that as of today has reached a stage of limited AGI. We have reached, from my perspective, a limited type of AGI for coding. If you take coding as a discipline today, I think we reach AGI. If you go beyond coding, that’s true. If we are talking about coding, leveraging the latest LLMs: OPUS 4.7, ChatGPT 5.5, combined with Claude Code, Codex, and OpenCode for harness, I think we’ve reached AGI in the context of coding. I’m not sure everyone fully realize that and the consequence of that. I think the rest is going to come as well. We are going to see that category by category, usually categories that are more scientific in nature, where you can replicate, where you can test easily, where you can create clear success. Metrics will be the “easiest” to follow in that direction of self-improvement. I just want to highlight that this part is truly transformational, the root cause of everything we’re talking about today. At the same time, it’s coming beyond coding.   Nuno Goncalves Pedro I think it is true. There are a couple of markets where that might not hold true, which is maybe the final path. If you’re thinking of starting your own business in plumbing and in HVAC maintenance and installation, this is a pretty good time for the reasons we already said before. There’s a lot of buildup of data centers and all that stuff, but also for other reasons, because it’s an activity that won’t be disrupted by AI yet. You need them embodied AI. You need physicality to AI to do stuff like actually fixing pipes.   Bertrand Schmitt Until Optimus replace you.   Nuno Goncalves Pedro Yeah, but if we’re 3, 4 years out in terms of a lot of these optimizations that we’re talking about at the software layer, we’re 10 years plus out on embodied AI, right?   Bertrand Schmitt Oh, yeah, it’s 10 years.   Nuno Goncalves Pedro We’ll probably be optimistic as we speak. That’s a nice business. I’m thinking of starting to go into that market. If you guys are interested in listening to this, just reach out to me. What’s the angle? I think there’s a lot of stuff you can do in the buildup of some of these businesses, plumbing, HVAC, all sorts of maintenance. There are markets that are just totally messed up. Handyman market in the US is totally messed up. There’s a bunch of companies out there that try to go after it with marketplaces and stuff. I honestly just start something from scratch, a small business, and go from there.   Bertrand Schmitt Yes. They’re an interesting middle. Think about accounting firms, consulting firms. I think they are not as easy to replace, but at the same time, there is no way on what they do is not going to be dramatically changed with AI. I don’t know if it’s 50, 80, 90% of the job, but this is changing quite dramatically, would be my expectation in the coming few years. Conclusion Thanks for listening episode 77 of Tech Deciphered about that great talent redistribution. As you heard it from us, we believe there is a dramatic change in play, enabled by AI coding, and that ultimately a lot of the big tech companies are changing their employee distribution, way more focused on the top talents and bringing more GPUs. As a result, we will see a change in their staffing. Some of this change will benefit AI-focused startups, but probably more likely will benefit the bigger SMBs, the S&P 500 companies of the world that will finally be able to bring inside and afford some of the talent that were in some ways trapped by the top 5, 10, 20 software companies of the world. Thank you, Nuno.   Nuno Goncalves Pedro Thank you, Bertrand

“If one more person brings me another pilot, they're getting fired," one C-level supply chain executive told Zero100 — and they're far from alone in their frustration. Most companies are drowning in AI projects that never scale because they're optimizing functions in isolation while ignoring how decisions actually flow across the business. The solution? PowerThreads: end-to-end AI-enabled workflows that connect sensing, deciding, and acting across organizational silos. This week, VPs, Research & Advisory Lauren Acoba, Jenna Fink, and Geraint John break down the five core PowerThreads driving 95% of enterprise value, share a $300M sourcing transformation that required five years of unglamorous foundation-building, and explain why optimizing one bottleneck without understanding the full system often just moves the problem downstream.

Fredrik chats to Harald Achitz about freelancing, C++ 26, and ten years of running the Swedencpp meetup. Harald discusses the various oddities of the Swedish consultant and software market, both before but especially in the current environment. Consultants don't cost what you expect them to when compared to employees, and a strange previous focus on headcount has not helped either. We then talk about the standardization process for C++ and about new things in C++ 26. Harald discusses the issues of adding new things which are good in themselves, but perhaps don't fit into a bigger picture, take a lot of focus and energy which in turn means many other things do not get considered which may be smaller and more widely and immediately useful. Also: once something is in the standard library, it's eternal. And there is still no real ecosystem around C++. Infrastructure is a hard thing. And Rust is out there. Finally, we talk about Harald's experience of running the Swedencpp meetup for ten years. What does it mean to run something for so long? Technology, talks, locations, providing a space for presentations, and trying to keep things evolving are all discussed. Thank you Cloudnet for sponsoring our VPS! Comments, questions or tips? We a re @kodsnack, @tobiashieta, @oferlundand @bjoreman on Twitter, have a page on Facebook and can be emailed at info@kodsnack.se if you want to write longer. We read everything we receive. If you enjoy Kodsnack we would love a review in iTunes! You can also support the podcast by buying us a coffee (or two!) through Ko-fi. Links Harald Previous episodes with Harald Support us on Ko-fi! C++ 26 ISO SC22 WG21 - the standardization group for C++ The Swedish local mirror for SG22, affectionately known as SIS/TK 611/AG 09 SIS - Swedish institute of standards Swedencpp Remember the Vasa! - Bjarne's paper Modules - from C++ 20 "The irony is that since this issue was opened, I have not only learned rust, I also switched to it fully." Coroutines Compile-time reflection Templates Orthodox C++ - talk by Harald C++ quiz compilation Contracts in C++ Eiffel Undefined behavior in C++ Swift package manager Ripgrep Sender and receiver Profiles in C++ Cppcheck - by Daniel Marjamäki Concepts Swedencpp on Youtube Swedencpp pro Titles To take communication with Skatteverket What is a consultant? Horrendous prices for Powerpoint presentations Somebody needs an excuse Every hour counts Flavors of consultant I cost so much money Why we have time to talk Too much gatekeeping Still just collecting profiles Special in the terms of ISO Why does Sweden not have a voice I represent this type It's still ISO A lot of big features again They are also awesome A lot of things to do, and to know All these things deserve their own book You can do a lot of magic (I became) Too old for liking magic There was magic everywhere That's really useful Infinite ways of doing something Define your subset The subset needs to fit you Awesome, to some extent Paperwork is expensive Everything is already being re-written A step in the right direction Where efficiency is a priority Based on personal experience If you go there, you can't work Let's make something accessible At least it's not nothing anymore Conference over space and time What's the next level? Still an option

VOV1 - Nhiều tổ chức tài chính và báo chí quốc tế tiếp tục đưa ra những đánh giá tích cực và lạc quan về triển vọng kinh tế Việt Nam.Từ tăng trưởng, sản xuất cho tới thị trường tài chính, Việt Nam được nhìn nhận là một trong những điểm sáng nổi bật của khu vực châu Á, trong bối cảnh kinh tế toàn cầu còn nhiều biến động.Hãng S&P Ratings dự báo, đến năm 2028, Việt Nam có thể trở thành nền kinh tế tăng trưởng nhanh thứ hai châu Á, chỉ sau Ấn Độ. Động lực chính đến từ hoạt động xuất khẩu và đầu tư mạnh vào cơ sở hạ tầng. Theo S&P, cam kết mở rộng đầu tư hạ tầng của Chính phủ Việt Nam trong các dự án như cao tốc, cảng biển, sân bay, năng lượng và hạ tầng số, có thể tạo nền tảng cho nhiều năm tăng trưởng mạnh mẽ tiếp theo.Không chỉ được đánh giá cao về tốc độ tăng trưởng, Việt Nam còn ngày càng khẳng định vai trò là trung tâm sản xuất mới của khu vực. Theo báo cáo của Văn phòng Nghiên cứu Kinh tế Vĩ mô ASEAN+3, Việt Nam đang nổi lên như một trung tâm sản xuất quan trọng trong khu vực, đồng thời duy trì được đà tăng trưởng cao dù phải đối mặt nhiều sức ép từ bên ngoài. Báo cáo nhận định, chính nhờ vậy, nhiều doanh nghiệp quốc tế đang lựa chọn Việt Nam như một trung tâm sản xuất thay thế trong quá trình đa dạng hóa chuỗi cung ứng.Cùng với triển vọng tăng trưởng và sản xuất tích cực, thị trường tài chính Việt Nam cũng nhận được sự quan tâm lớn của giới đầu tư quốc tế. Dư luận các nước đặc biệt chú ý tới việc FTSE Russell xác nhận lộ trình nâng hạng thị trường chứng khoán Việt Nam từ thị trường cận biên lên thị trường mới nổi thứ cấp vào ngày 21/9/2026. Quyết định này đưa Việt Nam tiến gần hơn tới nhóm các thị trường lớn trong khu vực như Ấn Độ hay Trung Quốc, đồng thời cho thấy rõ hiệu quả của những cải cách theo hướng thân thiện hơn với nhà đầu tư mà Việt Nam đã triển khai trong thời gian qua. Theo hãng tin CNBC, việc nâng hạng sẽ tạo điều kiện để nhiều quỹ đầu tư thụ động toàn cầu gia tăng tỷ trọng cổ phiếu Việt Nam trong danh mục đầu tư. Ông John Desmond Sheehy, Thành viên Hội đồng Quản trị độc lập tại Công ty Cổ phần Chứng khoán VPS, cho biết:"Tôi đã ở đây 27 năm và những tiến bộ đạt được là phi thường. Một trong những cột mốc quan trọng nhất phía trước, là việc nâng hạng thị trường chứng khoán Việt Nam của FTSE Russell. Đây là điều mà chúng ta đã nỗ lực trong nhiều năm và nay cuối cùng đã đạt được. Tôi xin chúc mừng Chính phủ, Bộ Tài chính và Ủy ban Chứng khoán Nhà nước vì đã nỗ lực để có kết quả này. "Việt Nam là một trong những điểm sáng nổi bật của khu vực châu Á. Ảnh minh họa (KT)

This is our NEW RELEASE review podcast, ONE HOT TAKE.Josh Lawson's Kano cuts through the confusion like a live wire. He mocks the film from within, turning every line into a pressure-release valve, and, in doing so, becomes the only consistent source of energy. Synopsis:The fan favourite champions -- now joined by Johnny Cage himself -- are pitted against one another in the ultimate battle to defeat the dark rule of Shao Kahn that threatens the very existence of the Earthrealm and its defenders.Garth FranklinOne of the very first online entertainment journalists, Sydney-based Garth Franklin has clocked up more hours, stories and experience in this field than the entire staff of various other sites combined. Respected and well-regarded amongst his peers, Franklin created and designed the very first Dark Horizons® incarnation on geocities.com back in April 1996 and has steered it through at least four major re-designs, two recessions, hundreds of interviews, thousands of screenings, and tens of thousands of articles.Garth's work over the twenty plus years has taken him all over the globe to places like Auckland, Albuquerque, Atlanta, Bangkok, Baton Rouge, Berlin, Calgary, Chicago, Dallas, Edmonton, Harare, Hwange, Honolulu, Istanbul, Johannesburg, Las Vegas, London, Los Angeles, Melbourne, Nadi, Naples, New York City, Paris, Perth, Prague, Rome, Rotorua, San Diego, San Francisco, Siem Reap, Singapore, Surfer's Paradise, Suva, Toronto, Vancouver, Venice and Wellington. He has regular consulted with and/or worked alongside publicists, managers, producers, studio VPs, agents, filmmakers and celebrities in the US, UK, Europe and Australia.Franklin, who is also a ‘Top Critic' on Rotten Tomatoes and member of the Australian Film Critics Association, has also contributed columns for several outlets including Empire Magazine Australia, Cinescape Magazine and AOL, served as a film critic on both Foxtel's Channel V and ABC Radio 702 with Angela Catterns, contributed content or towards pieces for numerous outlets ranging from IGN to USA Today to the U.S. Armed Forces Radio and Television Service.One Heat Minute ProductionsWEBSITE: oneheatminute.comTWITTER: @OneBlakeMinute & @OHMPodsMERCH: https://www.teepublic.com/en-au/stores/one-heat-minute-productionsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Fredrik och Tobias snackar om Eurollvm 2026, och lite om kaffe. Tobias åkte till Dublin på LLVM-konferens, och råkade hålla i en presentation, en paneldiskussion, och två rundabordssamtal. Det gick hyfsat lätt att somna efter att ha avverkat allt det. Tobias berättar också lite om de övriga presentationer han hann se, och vår gamla vän(?) fast-math dyker upp igen. Plus lite gott kaffe. Som bonus efter outrot: hur Tobias upplevde Plex numera och oväntat omskrivna företagsresa till Honduras. Ett stort tack till Cloudnet som sponsrar vår VPS! Har du kommentarer, frågor eller tips? Vi är @kodsnack, @thieta, @krig, och @bjoreman på Mastodon, har en sida på Facebook och epostas på info@kodsnack.se om du vill skriva längre. Vi läser allt som skickas. Gillar du Kodsnack får du hemskt gärna recensera oss i iTunes! Du kan också stödja podden genom att ge oss en kaffe (eller två!) på Ko-fi, eller handla något i vår butik. Länkar James Hoffmann Hoffmanns americano-video Americano V60 Eurollvm 2026 LLVM dev meet i USA Kodsnack om Eurollvm 2023 Chris Bieneman från Micrsoft LLVM foundation DXIL - formatet för HLSL HLSL Felix Klinge från Intel Nicolai Hähnle från AMD Länkar till inspelade videos kommer när de har släppts. Stöd oss på Ko-fi! CHERI - Capability hardware enhanced RISC instructions - säkerhet i hårdvara Alias analysis Alias i C++ Clang-tidy fast-math fast-math i Kodsnack 296 Brew lab - finkaffe i Dublin Paragon-metoden för att brygga kaffe med iskall … kula av något slag En recension av Paragon Developers! Developersavsnittet om Plex konferensresa Honduras Artikeln om Plex konferensresa Sumpsnacket om Plex konferensresa Titlar En keynote av det En del av LLVM-communityt En bra sak i det hela Göra någonting runt gaming Stort och brett användningsområde Spelrelaterade CPU-optimerar-snubbar I stort sett en LLVM-kompilator Hur LLVM används i gaming Moderator i en panel Gömma en typ Matte i en kompilator Vara lite mindre precis Gör det bara snabbt En flagga som jag har haft mycket slagsmål med

This is our NEW RELEASE review podcast, ONE HOT TAKE.In its strongest passages, APEX becomes spatial. Crevasses, cliff faces, narrow passages — the geography tightens, and with it the tension.Synopsis:A mountain climber haunted by a fatal decision in Norway retreats to the Australian wilderness for isolation. Her journey turns into a desperate hunt when a deceptive local targets her as his next ritualistic prey in the bush.Garth FranklinOne of the very first online entertainment journalists, Sydney-based Garth Franklin has clocked up more hours, stories and experience in this field than the entire staff of various other sites combined. Respected and well-regarded amongst his peers, Franklin created and designed the very first Dark Horizons® incarnation on geocities.com back in April 1996 and has steered it through at least four major re-designs, two recessions, hundreds of interviews, thousands of screenings, and tens of thousands of articles.Garth's work over the twenty plus years has taken him all over the globe to places like Auckland, Albuquerque, Atlanta, Bangkok, Baton Rouge, Berlin, Calgary, Chicago, Dallas, Edmonton, Harare, Hwange, Honolulu, Istanbul, Johannesburg, Las Vegas, London, Los Angeles, Melbourne, Nadi, Naples, New York City, Paris, Perth, Prague, Rome, Rotorua, San Diego, San Francisco, Siem Reap, Singapore, Surfer's Paradise, Suva, Toronto, Vancouver, Venice and Wellington. He has regular consulted with and/or worked alongside publicists, managers, producers, studio VPs, agents, filmmakers and celebrities in the US, UK, Europe and Australia.Franklin, who is also a ‘Top Critic' on Rotten Tomatoes and member of the Australian Film Critics Association, has also contributed columns for several outlets including Empire Magazine Australia, Cinescape Magazine and AOL, served as a film critic on both Foxtel's Channel V and ABC Radio 702 with Angela Catterns, contributed content or towards pieces for numerous outlets ranging from IGN to USA Today to the U.S. Armed Forces Radio and Television Service.One Heat Minute ProductionsWEBSITE: oneheatminute.comTWITTER: @OneBlakeMinute & @OHMPodsMERCH: https://www.teepublic.com/en-au/stores/one-heat-minute-productionsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Dive into Episode #168 of the Psych Health and Safety USA Podcast, featuring host Dr. I. David Daniels, PhD, CSD, VPS, and special guest Bernie Wong, a mental health educator, public health practitioner, and activist who has spent over a decade in advocacy for the mental health and well-being of all. He is on the founding team of Mind Share Partners, a national mental health advocacy nonprofit focused on the workforce and workplace. He helped establish its Client Services practice and now serves as its Movement Building and Research Lead, overseeing its research, media, and advocacy efforts. This conversation centers on Bernie's efforts through Mind Share Partners to not only address the state of mental health in the workplace but also help organizations transform the workplace so it does not create psychsoail hazard exposure to the extent that it harms workers, as well as not exacerbating issues people face outside of work.

Planning and sourcing should be natural partners. So why does it so often feel like they're working out of sync? This week, VPs, Research Kelly Coutinho and Geraint John dissect the disconnect – and, more importantly, how to bridge it. They share how leading companies are turning functional friction into competitive advantage by using AI to translate demand signals into sourcing actions, creating continuous planning rhythms that keep both teams aligned, and building cross-functional crisis protocols built to survive disruption.

Send us Fan MailWhat is it really costing you to be the one who jumps in and fixes everything for everyone?On the outside, it looks like leadership.You're reliable. Capable. The one people trust.But behind the scenes?It's exhausting. It's constant. And at some point… it starts to cost you more than you realise.In this season finale of The Lucy Gernon Show, I share my most vulnerable confession yet one that isn't about the past, but about right now.Because even as a coach to high-performing women leaders, I found myself slipping back into the very pattern I teach others to break.If you've ever felt like you're carrying everything at work, at home, in your leadership role, this episode will make you pause and show you a different way forward.Tune in to Discover:Why being “the fixer” is silently holding back your leadership impactThe hidden cost of over-responsibility for women in leadershipLucy's Fixer to Leader Framework and how to apply it in real lifeWhat strategic self-sacrifice actually means (and when it's necessary)How to stop rescuing your team and start developing them through coachingRecommended Next Steps

Sean Barnes walks through what really happens after you've made your case, brought the data, and your boss still chose the other path. He breaks down the three failure modes that quietly derail careers when leaders get overruled: pushing back with opinions instead of outcomes, treating "no" as a personal loss, and implementing without staying close to the work. Drawing from his experience supporting an SVP through a massive acquisition and integration he didn't agree with, Sean shares how loyal execution kept him in the room and eventually positioned him to step in and lead the project himself. This episode is a playbook for directors and VPs learning that how you handle being overruled is what decides how high you go.   Key Moments 00:00 - Why the next 48 hours after a decision matters more than the decision itself 00:29 - The two career killers: going quiet and resentful, or relitigating the decision 01:00 - What your boss actually needs from you when they make a call you disagree with 01:34 - The skill that separates directors from VPs and VPs from the C-suite 02:11 - Story time: the SVP, the acquisition, and the role Sean didn't agree with 03:36 - Checking ego and executing anyway 04:25 - When the room starts noticing who's actually doing the work 04:57 - The CEO conversation on the private jet that changed everything 05:30 - Why MBA programs don't prepare you to lead up the chain 06:48 - Failure mode #1: Pushing back with opinions instead of outcomes 07:42 - How to present a decision the right way 08:16 - Don't be the police. Don't try to veto. 08:40 - Failure mode #2: Taking no as a personal loss 09:37 - Disagree privately, commit publicly 10:33 - Failure mode #3: Implementing but checking out 11:01 - Why "I told you so" is not a leadership move 11:36 - How to make the pull-the-plug moment easier for the people above you 13:02 - Reflection: Did you make your case with outcomes or opinions? 13:29 - Reflection: Did you commit or did you hedge? 14:53 - Reflection: Are you close enough to catch the warning signs? 15:54 - Why leading up the chain is the real ceiling   Key Takeaways Your boss doesn't need you to be right. They need you to execute. When your boss makes a call you disagree with, your job is to execute it like a professional and stay close enough to catch problems before they get big. That's the skill that quietly separates the people who move up from the people who get removed from the room. Disagree with data, not discomfort. "I'm not comfortable with this" is a feeling, and executives don't move on feelings. They move on trade-offs and risk. Bring the options, frame the costs, share the risks, and let the decision-maker decide. You're not the veto. You're the source of clarity. Loyal dissent means commit and stay close. Once the decision is made, you're in execution mode. Don't badmouth it to peers. Don't slow walk it. Don't check out. Write down the two or three indicators that would tell you it's going sideways, and watch for them actively. Raise your hand early and professionally so the people above you can make the call to course correct.   Podcast Show Notes – Episode 280 | 05.05.2026 Episode Title: What Do You Do When Your Boss Makes the Wrong Call?   Host: Sean Barnes Website: https://www.wolfexecutives.com   https://www.seanbarnes.com   LinkedIn: https://www.linkedin.com/in/seanbarnes/ https://www.linkedin.com/company/wolfexecutives https://www.linkedin.com/company/thewayofthewolf/ LinkedIn Newsletter: https://www.linkedin.com/newsletters/7284600567593684993/   Twitter: https://x.com/seanbarnes https://x.com/wolfexecutives   Instagram: https://www.instagram.com/the_seanbarnes https://www.instagram.com/wolfexecutives   TikTok: https://www.tiktok.com/@the_seanbarnes   Facebook: https://www.facebook.com/theseanbarnes

Fredrik chats to Holly Cummins about using Minecraft for observability, other amazing Quarkus tricks, and the value of joy at work. Recorded during Øredev 2025. Thank you Cloudnet for sponsoring our VPS! Comments, questions or tips? We a re @kodsnack, @tobiashieta, @oferlundand @bjoreman on Twitter, have a page on Facebook and can be emailed at info@kodsnack.se if you want to write longer. We read everything we receive. If you enjoy Kodsnack we would love a review in iTunes! You can also support the podcast by buying us a coffee (or two!) through Ko-fi. Links Holly Holly's presentation - Five (and a half) things you can do with Quarkus Quarkus Graalvm Picocli AWT WASM Chicory - WASM runtime for the JVM Microcks - contract testing framework in Java APICurio Dev services SQLite in WASM Hibernate Reasteasy Vert.x - "reactive applications on the JVM" Holly's Minecraft extension for Quarkus Support us on Ko-fi! Langchain4j Grafana William Gibson Backpressure Simon Wardley and his keynote on mapping Minecraft demo to explain Kubernetes concepts, by Sebastien Blanc Holly's talk about developer joy The fun topic on hollycummins.com Titles All in one room When you say Quarkus Really amazing throughput The way that conferences work Other people have done all the work It unlocks a whole lot of possibilities Slightly more tortured Javascripv via WASM on the JVM The absence of configuration Unless you work for a bank That zero friction All of that dynamism The reading of the configuration Deep introspection of the application Six demos in 40 minutes The useful extensions had been written The chicken would explode Novel way of understanding the application Manually implement the backpressure Zoo of types The containers were chickens Joy and productivity The happy piglets You are a profitalbe piglet The mandatory fun officer I now have the language On team cloud

VOV1 - Quyết định xác nhận lộ trình nâng hạng thị trường chứng khoán Việt Nam lên nhóm mới nổi Thứ cấp vào tháng 9/2026 của FTSE Russell không chỉ là sự ghi nhận nỗ lực cải cách pháp lý thực chất mà còn mở ra một chương mới cho hệ thống tài chính quốc gia.Ông John Desmond Sheehy, Thành viên Hội đồng Quản trị độc lập tại Công ty Cổ phần Chứng khoán VPS, nhận định, việc nâng hạng sẽ thu hút thêm hàng tỷ USD vốn đầu tư nước ngoài vào thị trường chứng khoán Việt Nam, đồng thời tăng cường hơn nữa sự hiện diện của các nhà đầu tư toàn cầu tại Việt Nam: “Một trong những cột mốc quan trọng nhất phía trước, là việc nâng hạng thị trường chứng khoán Việt Nam của FTSE Russell. Đây là điều mà chúng ta đã nỗ lực trong nhiều năm và nay cuối cùng đã đạt được”.Thị trường chứng khoán Việt Nam: Lộ trình nâng hạng và kỳ vọng dòng vốn hàng tỷ USD

Send us Fan MailIn today's episode of The Lucy Gernon Show, I'm joined by business coach, certified StoryBrand expert, and Ireland's leading neuromarketer Deirdre Martin to unpack what it really takes to build a standout personal brand that commands authority, trust and influence.This episode isn't just about logo or visuals.It's about how you position yourself, how you walk into a room, how you communicate your value, and ultimately how you build authority, command respect and influence as a female leader or entrepreneur. Tune in to discover:What a true brand is (and why it's far more than a logo or visuals)The concept of disruptive branding and how to stand out How neuromarketing influences decision-making behavioursThe psychology behind building unshakeable authority and influenceHow to craft messaging that connects emotionally and converts effectivelyThe biggest mistakes women make when trying to attract opportunities, build a brand and command respect

Six patterns. They show up in every Corporate Graduation I've run. Every one of them maps back to a phase someone tried to skip.The one most Directors, VPs, and Executives fall into isn't the one you'd guess.And the sixth — the one I've never heard anyone else in this space say out loud — is the one that quietly keeps more of them stuck than any other.If you've been saying "just one more year" for three years, this one names why.***

Dive into Episode #167 of the Psych Health and Safety USA Podcast, featuring host Dr. I. David Daniels, PhD, CSD, VPS, and special guest Dr. Colleen Brents a senior manager at Antea Group USA. Dr. Brents is an Environmental Health and Safety professional and a Certified Professional Ergonomist. In this episode, Dr. Brents will discuss the results of recent efforts to help a major retailer improve workers' health and safety. The project not only revealed differences in the reception of well-enough efforts based on people's level in the company, but also reinforced the clear connection between the psychological environment and worker ergonomic issues.

Send us Fan MailIn today's episode of The Lucy Gernon Show, I am joined by award-winning interior designer Emma Butler, founder of White Meadow Interiors and Relocate Ireland, to unpack what it really takes to go from self-doubt to building a thriving, recognised business.This is not just a conversation about interiors.It's about courage and backing yourself even when it makes no logical sense.Tune in to discover:How Emma overcame imposter syndrome and finally backed herselfThe mindset shifts that helped her go from self-doubt to award-winning successHow authenticity strengthens your executive presence and attracts the right opportunitiesPractical interior design tips to create a home that supports your energy and wellbeingThe importance of community and surrounding yourself with people who lift you upGuest Information

This week, Dina Scippa, founder of Enough Labs and leadership coach to senior directors and VPs inside complex global organizations joins Jill Griffin to break down the invisible patterns that stall high performers right before the leap.Dina Scippa has spent 20+ years working with women leaders across 30+ countries. She sits at the intersection of executive coaching and identity recalibration — helping high achievers turn competence into real influence.What we're getting into:Why high performers plateauThe identity shift from doer to decision-maker that changes their trajectoryLanguage moves that signal executive readiness before you have the titleSupport the showJill Griffin, is a leadership strategist, executive coach, and host of The Career Refresh. She works with senior leaders to navigate complexity, strengthen teams, and lead with greater clarity and intention.With 20+ years of experience at companies like Coca-Cola, Microsoft, Hilton, and Martha Stewart, Jill brings a practical, real-world lens to leadership, decision-making, and career strategy. Visit GriffinMethod.com to learn more about working together:The Next Era Leader An 8-week cohort for women leaders ready to expand their capacity and lead through complexity with clarity and intentionExecutive Coaching & Leadership Advisory 1:1 strategic partnership for leaders navigating growth, transition, and what's nextConnect with Jill for Leadership Development for Organizations and Speaking & WorkshopsInstagram: @JillGriffinOffical

¡Hola! ¿Cómo estás? Soy Lorenzo y te doy la bienvenida a un nuevo episodio de Atareao con Linux. Hoy te quiero abrir las puertas de mi laboratorio personal para contarte algo que me tiene entusiasmado: cómo he conseguido que la inteligencia artificial y la automatización se conviertan en mis mejores aliadas para sacar adelante este proyecto.Las herramientas de la revoluciónPara que entiendas cómo funciona mi flujo de trabajo actual, te voy a desglosar las cuatro herramientas que se han vuelto imprescindibles en mi equipo:1. Whisper (de OpenAI): Es el punto de partida. Esta maravilla de la tecnología es capaz de escuchar mis audios y transcribirlos a texto con una precisión que da miedo. Gracias a que utilizo una tarjeta gráfica Nvidia y soporte para CUDA, el proceso es rapidísimo. Whisper no solo me ahorra tener que escribir notas a mano, sino que me da la base para todo lo que viene después.2. Google AI Studio y el poder de los Prompts: Una vez tengo la transcripción, el siguiente paso es pasarle ese texto a Google AI Studio. He diseñado un "prompt" (unas instrucciones) muy detallado que le dice a la IA exactamente qué necesito: que extraiga el minutaje de los temas tratados, que redacte una descripción amena para YouTube y Spotify, y que prepare los metadatos SEO para la web.3. Nano Banana (Gemini) y la generación de imágenes: Para las carátulas que ves en las plataformas, ahora confío plenamente en el modelo de generación de imágenes de Google. Aunque a veces es un poco testarudo con las dimensiones —yo le pido un tamaño y él me da otro—, la calidad visual es impresionante. Para domar a esta IA, he creado mis propios scripts en Fish Shell que se encargan de comprobar si la imagen es cuadrada o rectangular y de ajustarla automáticamente a lo que necesito para cada plataforma.4. Real-ESRGAN y el escalado inteligente: A veces, la imagen que genera la IA es demasiado pequeña para los estándares de calidad actuales. Aquí es donde entran en juego las redes neuronales de Real-ESRGAN. Esta herramienta es capaz de "inventarse" los detalles que faltan para agrandar una imagen sin que pierda nitidez.5. ImageMagick (o "Magic"): No podíamos olvidarnos de los clásicos. ImageMagick es la navaja suiza que utilizo para las conversiones finales, para optimizar el peso de las imágenes antes de subirlas a la web y para asegurar que todo cumple con los formatos estándar. Es una herramienta de terminal que todo amante de Linux debería conocer.Capítulos del episodio:00:00:00 La mejor inversión: Atareao.es00:01:38 Mi evolución técnica: Del hosting al VPS y Docker00:02:17 Los modelos de lenguaje entran en juego00:03:00 Resultados brutales con menos esfuerzo00:04:20 Herramienta 1: Whisper, el arte de transcribir audio00:05:11 Fish Shell: El alma de mis automatizaciones00:07:04 Herramienta 2: Google AI Studio y la magia de los Prompts00:08:41 Mi flujo de trabajo: Del guion al minutaje00:09:30 Herramienta 3: Nano Banana (Gemini) para crear carátulas00:10:50 Automatizando el formato de imagen con Fish00:12:00 Reals-ESRGAN: Escalando imágenes con redes neuronales00:13:50 Herramienta 4: ImageMagick (Magic), la navaja suiza00:15:41 El procesado de audio: Normalización y filtros00:16:45 Conclusiones: Automatizar para disfrutar más00:18:04 Despedida y red de podcastComo siempre digo, la vida son dos días y uno ya ha pasado, así que disfruta como si no hubiera un mañana y, si puede ser con Linux y "cacharreando" con estas herramientas, ¡mucho mejor! Un saludo y nos escuchamos pronto.Más información y enlaces en las notas del episodio

In this spring‑cleaned episode of Linux Out Loud, Wendy, Bill, and Nate dust off their homelabs and see just how far Linux can push “retired” hardware. Bill talks about guiding a Linux‑first startup, Fyra Stack, as they build a colo and VPS business in downtown Chicago, wiring it all together with Proxmox, PostgreSQL, Snipe‑IT, and osTicket—plus a few cursed Zigbee light bulbs along the way. Nate dives into one of his favorite pastimes: installing openSUSE Tumbleweed on everything from a 2007 white MacBook to a 2015 MacBook Air and a pair of well‑worn Surface Pros, comparing battery life, sleep quirks, and how “modern” Plasma feels on ancient gear. Wendy rounds things out with creative test‑taking workarounds using ChromeOS Flex and a quick look at VDO.Ninja for remote recording, before the trio wraps up the cleaning spree. Show Links: Fyra Stack – Linux‑focused startup (colo and VPS) – https://fyrastack.com/ Proxmox VE – virtual environment and homelab hypervisor – https://www.proxmox.com/en/proxmox-ve PostgreSQL – open‑source relational database – https://www.postgresql.org/ Snipe‑IT – open‑source IT asset management – https://snipeitapp.com/ osTicket – open‑source support ticket system – https://osticket.com/ openSUSE Tumbleweed – rolling release Linux – https://get.opensuse.org/tumbleweed/ MX Linux – lightweight Linux for older hardware – https://mxlinux.org/ Arch Linux – general‑purpose rolling Linux distribution – https://archlinux.org/ ChromeOS Flex – ChromeOS for older PCs and Macs – https://chromeenterprise.google/os/chromeos-flex/ iFixit – repair guides (example: Surface Pro 7 battery replacement) – https://www.ifixit.com/Guide/Microsoft+Surface+Pro+7+Battery+Replacement/144417 Framework Laptop 12 – modular, repairable laptop – https://frame.work/laptop12 StarLabs Starlite – Linux laptop – https://us.starlabs.systems/products/starlite VDO.Ninja – peer‑to‑peer live video – https://vdo.ninja/Special Guest: Bill.

At the 2026 AMPP Annual Conference + Expo, discussions highlighted sectors including energy production and transportation; maritime and defense operations; and civil infrastructure systems to support global communities. To help AMPP best serve these industries, the association has three vice presidents — Tim Gonzalez (2:02), Jennifer Merck (9:41), and Ernst Toussaint (18:19) — leading these market verticals. In a series of studio interviews inside the AMPP 2026 Exhibit Hall, the three VPs shared their unique insights and priorities with Sammy Miles and Ben DuBose of AMPP Media. Topics include key takeaways from the conference; exciting developments within AMPP; and expectations for the future.

https://youtu.be/UcnTlk-Zv3A Anthony Blatner, Founder and CMO of Speedwork Social and host of LinkedIn Ads Radio, is on a mission to help B2B companies turn LinkedIn into a predictable growth engine. With a background in technology and marketing, Anthony helps businesses cut through noise, leverage authentic content, and use LinkedIn ads to consistently attract and convert high-quality prospects. We explore Anthony's LinkedIn Lead Funnel: Top of Funnel (Tips & Tricks + Case Studies), Middle Funnel (Lead Capture), and Bottom Funnel (Boost Post & Retarget)—a simple yet powerful framework for generating demand, capturing leads, and converting them into customers using a combination of organic content and paid amplification. Anthony shares why traditional tactics like cold connection requests are losing effectiveness, how AI is reshaping content creation, and why human-driven, personality-rich content still wins. He also breaks down how to structure content, budget effectively, and build a sustainable LinkedIn strategy—even with limited time. — 3 Steps to Leads on LinkedIn with Anthony Blatner Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and my guest today is Anthony Blatner, the Founder and CMO of the Speedwork, LinkedIn Ad Agency, helping great companies get great customers with LinkedIn ads. Anthony, welcome to the show.  Hey, Steve, excited to be here and to talk to you today. It’s great to have you here. So before we dive into all things LinkedIn, I’d like to ask my favorite question on this podcast, which is, what is your personal ‘Why’, and how are you manifesting it in your business?  Yeah, I’ve always been just really into business. I grew up being around a lot of business owners. My dad ran his own business, and he was in the finance world, so he worked with a lot of other business owners. So since I was a kid, I've always been around a lot of business owners, and I've always just really enjoyed business, and then I just naturally gravitated to the marketing world there because I just really enjoyed the side of the business world.Share on X So my ‘Why’ has always been around helping and growing businesses. I come from the technology space doing software development, and now I’m in the marketing space and it’s just something I’ve always loved doing and it’s a very exciting space and it’s always changing very fast. So that’s been my personal ‘Why’, and just manifesting it every day in what we do in our work on LinkedIn. So it’s just always fun to be working with growing businesses.  Yeah, this LinkedIn is a fascinating platform. I’ve been on it, I don’t know, probably over 20 years now. Is this possible?  Yeah.  Something like that. And there were other platforms at the time like Plaxo—I think that was one competitor platform—and I was on multiple platforms. Then I quit Plaxo, and I'm glad that I actually built on the right platform. I’ve also witnessed how people are getting more and more active on LinkedIn. LinkedIn is becoming kind of non-negotiable for B2B businesses. So tell me how you see this evolution and how LinkedIn has changed over the past 10 years.  Yeah, it definitely has changed a lot. Back in the day, when we were first getting started, a lot of people would ask me, “Does anybody even use LinkedIn?” Ten years ago, it wasn't as widely used, especially on the social side. It’s always been like the digital resume. The big change happened with Covid, when everyone was had to get online more. That’s when the big shift happened. Everyone got used to using it a lot more. And then since then, people are used to using it, and it has definitely evolved into being kind of the number one social platform for professionals. So anything business-wise, business content, people are going to go on LinkedIn to share that and talk about that. So it was kind of cemented in this place there. Then they just continued rolling out additional features and things that are useful for both users on reading, connecting with your colleagues, but then also on the marketing side of things. So the advertising platform has kind of come a long way. There’s a lot of new features, a lot of new capabilities there. So it’s been very interesting to watch how it’s evolved. And I think also at the same time we kind of see how other platforms have evolved differently. I feel like these days, if I ever go on Facebook, it’s just a lot of like AI-generated garbage content. So during the workday or during the work week, I want to be reading business stuff. I want to be learning things and I’m going to apply to my job. That’s why I go on LinkedIn to read that type of content. And I know that’s why a lot of other professionals do it. So it’s kind of just grown into its place there in the ecosystem. So people are used to using it a lot more. And there’s been a lot of new features that have come out to help marketers use it as a marketing channel.  I’m glad you brought up this AI evolution, because I see that more and more people are writing their posts with AI. There can be benefits to that, because some people don't write as well as an AI copywriter does—most of us, perhaps. On the other hand, the posts start to look a little bit more alike. So I wonder, what is your perception of this? Do you think people are posting more, and if they post more, do people read less? How is this evolving?  Yes, it’s a continually evolving space. I don’t think we know a hundred percent what the outcome is right now, but I think what I see across all the people that we work with—and just using the platform—there's a lot more content these days with AI. People can use AI to generate content, so there's a lot more content out there. But volume does not always mean quality. There's more content, but not necessarily the best content. The best stuff that we see performing well in our ad campaigns—and also organically on LinkedIn—usually has a human angle to it, where maybe you wrote it yourself.  You can use AI to generate content—AI is great for that, and it's great for writing—but you probably want to take what it gives you and then add your own edits and personality. That's a big piece. The more personality you have in your content, the more people are going to engage with it. So across the board, we see that human content still wins. AI is great for generating the bulk of the content, but then you want to put in your own voice, add some personality to it, and then that's going to help it perform kind of even better…Share on X  Well, that takes me to the next question, which is about connection requests and people reaching out. So how is this evolving, and how do you see people reacting to connection requests? I remember 20 years ago, it was a big deal if you got a connection request, and we basically reached out to all the people we knew and connected with everyone we could. Now, there are different schools of thought. Some say that you should not connect with anyone you don't want to do business with because it dilutes the exposure of your content, and you're not going to go viral. You're also not going to be able to follow the few people you can actually do business with. Other people say the more, the merrier. So what's your view on this topic?  I think the marketers went very heavily into connection requests—especially during the Covid period—and maybe burned it out. As users, we've all been burned out by the connection requests and the messages we've been receiving. So as a platform, and in terms of how people use it, that tactic has definitely simmered down a lot. It's still a usable, viable tactic—prospecting is never going to go away. Whether it's email, cold calling, or LinkedIn, delivering the right message to the right person at the right time will always matter. But it is changing and evolving. Users are burned out by the messages, so they're much more skeptical now. People accept far fewer connection requests because they can usually see the intent coming from a mile away. I still recommend connecting with people you do know—your colleagues and your clients—and also connecting with your prospects. But be aware that everyone else is cautious when they receive a connection request. They often assume you're going to try to sell to them. So start with the people that you do know that you are working with. Prospecting will probably never go away, but definitely the platform as a whole—and what works on LinkedIn—has definitely shifted. Connection requests don't work as well as they used to. People have shifted more to the content side of things on LinkedIn, and I think it does provide a better user experience to the end user and also for the marketer too. At the end of the day, it's about the end user and the experience you're…Share on X I'm a LinkedIn user, you're a LinkedIn user, so we want to have a good experience. We don't want to just receive spam from everybody, or else we're not going to use it. But the platform evolves, so it's a lot more about the content you're posting on LinkedIn. Other people are going to discover that content, and then maybe they choose to follow you at that point. Maybe they choose to send you a connection request. But it doesn't have to be just that. When LinkedIn sees people starting to engage with your content, they're going to show more of your content. So it's kind of becoming a discovery platform, and there is a network effect to it. So there's definitely a shift toward the content you're posting. It's much more about thought leadership. I know the LinkedIn product team is trying to be very intentional about the content they surface to users. They want it to be high-quality, thought leadership content. As a platform, they know they've had a spam problem—from connection requests to the comments people leave. A lot of those comments are AI-generated. LinkedIn has taken a stand that they don't want AI-generated comments, and they're actively scanning to remove them. LinkedIn’s trying to reduce the AI spam, and they are trying to focus on and surface the high-quality thought leadership type of content. So that’s all on the content side of things. And then the advertising platform has also evolved a lot too. As users and marketers shift more toward the feed and the content being created, the marketing side of LinkedIn follows that shift. Now, marketing on LinkedIn is largely about running ads in the newsfeed. On LinkedIn, you can run ad campaigns just like Facebook ad campaigns. For anybody who’s used Facebook, you’ve seen all the different ads that are on Facebook. LinkedIn has their own same ad offerings, and it’s very similar to those. So you can build your campaigns to put ads in the newsfeed. But the big change in the last year or two is that, in the past, you could only run company page ads. So all of your ads had to be from a company page. Within the last couple years, you can now do what’s called “thought leader ads,” which is just simply boosting posts from a person. So it sounds fancy when you say thought leader ads, but it’s just boosting posts from a person. It’s a better experience all the way around because you want to be getting your content out there, so you want to be boosting your posts and getting your message out there. You want people to be getting to know you, and they also just perform a lot better because people on LinkedIn will always engage with other people more than with companies, because that’s why people are on LinkedIn to learn from other people and hear what they have to say. So those thought leader ads just perform a lot better, the better user experience all the way around. That’s where the platform has really evolved and shifted to. No more connection requests or very few of those. And now it’s all about the content people are creating, posting, and then boosting, creating a full-funnel approach that way.  Okay, that’s fascinating. So your business is LinkedIn ads and helping companies grow on LinkedIn, and this podcast is about frameworks. Yeah. I'm wondering if there's a framework for how people should think about LinkedIn and how to use it—especially for a small business, maybe they have 10 to 50 employees, and they want to grow their business. They’re in the B2B space, they want to use LinkedIn. They're aware that LinkedIn advertising can be pretty expensive, so they'll likely use a combination of approaches. What's a good frame of mind for that? There's the company page, there's the personal profile—so is there a simple framework for thinking about how to use LinkedIn as an advertising tool and how to promote their small to medium-sized business there? Yes, there is. I’m going to give you the very simple yet effective thought leader ad funnel—something anyone can go and use. It’s the simplest and also the most effective thing you can do on LinkedIn. It starts with you, and I'll explain the different stages, as well as how to get started. So the first step is getting your own posts out there. Not everybody’s posting on LinkedIn. Not everybody feels comfortable posting on LinkedIn, and sometimes it’s a hard process to go through to getting people to post. And whether that’s you or your CEO, or somebody else at your company, another leader, the first step is to get into the routine of posting regularly. Again, it could be a big hurdle for some people, but you just have to get it started. Once you start to find your voice on LinkedIn, then we’re going to start thinking about three different buckets of content that you’re going to be creating. The first bucket of content is what we call awareness content. It gets people interested in what you have to talk about. There's a lot that can work well here, but across the board, we see that case studies perform very well. By case studies, I mean content like: “Here's how we achieved X, Y, Z result, here's what you can learn from it, and here's how you can do it.” Not the kind of case studies that say, “We're so awesome, we did this, and we're great,” but more educational, tips-and-tricks-style case studies. So posting those types of posts on LinkedIn. That’s why everyone else is on LinkedIn—to read those things and learn those things that they can take back to their job and to their company to improve what they’re doing. So if you’re the one creating that type of content that other people want to be reading, that’s the perfect start. And then when you’re talking about a result that you helped this certain industry or a person get somebody else in that industry who wants that result is going to read your post and your content. So that’s why we start with that type of content. That's what we call the top of the funnel—it's meant to get people interested in who you are and what you’re talking about. Then the next step of the funnel, what we call the middle of the funnel. We want people to opt in for something. Posting on LinkedIn is great, but it's really just one step in the process.Share on X Most businesses want to get people to your website, want to get somebody on a list so that they can then communicate with them more afterwards. Many businesses have different resources, downloadables, or things you might offer to those people. It can be a simple newsletter, but even better than that is if it’s a webinar type of thing that somebody might register for, maybe you have a series of webinars. It might be a guide or report, or it could be something even more than that. It could be a free trial or something like that. So the second step in the funnel is: what can you give to your audience, to your market, that provides more value, but also gets them involved and get them on your list as an indication of interest. So that’s the middle of the funnel. You can post about what you're offering, explain what you're sharing, and then you can link back to your website or where they can go to get that. And it’s okay to put the link in the post at this point because we’re going to be boosting it. We know that ad that post is going to be getting delivered to your audience. So that’s middle of the funnel. Then finally, you have the bottom of the funnel. And this is where your main offer is. At this point, it might be something like “get a free consultation” or “book a demo”—whatever it is that you're offering. At this point, you can set up your retargeting. So if somebody read your first post and then they clicked on your second post, then you’re going to retarget them with your third post. By the time they see that third post, they've already seen you a couple of times on LinkedIn. They're more familiar with you, and they're more likely to take you up on whatever offer you're presenting. This is where offers like a free demo or free consultation tend to perform well. You can link directly to something like Calendly, or a page on your website where they can request it, and then you're driving people to take that next step. I’m sure everyone here is familiar with marketing funnels. This is the simplest thought leader ad funnel that you can build, taking advantage of the thought leader ad format—which is boosting your posts, not running just a company page ad, but boosting your posts. Those will perform much better than company page ads. They’re also much cheaper to run because they perform so much better. So if you’re just getting started, this is the most cost-efficient place to start. That’s the framework right there is the thought leader ad funnel. Top of funnel: case study content. Middle of funnel: guide or opt-in. Bottom of funnel: your offer. And then once somebody engages with your first one, you want to set it up so they get retargeted with your second post. And then once they click on the second post, or once they got opt in and get on your list, then retarget them with a third post. And then you build yourself a little funnel and then boom, you could be reaching new people and then driving them through to eventually schedule a call with you. Yeah. That’s fascinating. So this is basically three levels that you can create posts around and to drive traffic. Maybe I'm starting with the third one—the bottom of the funnel. So after you get the opt-in from your prospect, or from people who are interested, you can retarget them with boosted posts. Yep.  And I assume you can also send them emails and retarget them outside of LinkedIn as well?  Right. Once you get their email, then feel free to use email as another channel. People do only check LinkedIn maybe a couple times a week on average. So if they do opt in to your list, definitely use email. But getting people from that second to third stage can take a little while. It often takes a few more impressions—people need to see more of what you have to offer or what you’re talking about before they’re ready to take that next step. So use both channels.  Love it. So what about company page? Is it not worth building anymore or there’s also a place for company channels? Yeah, don't ignore your company page. You don't want it to ever seem inactive. People are going to visit your company page. For anyone in business, you probably already have people visiting your website, and there are people actively doing research to learn more about you. Company pages rank very high on Google and elsewhere. So if someone searches for your business, the first result will likely be your main website, and the second result will often be your company page. That means a lot of people will end up visiting it. You don't want it to look inactive. Even posting once a month is enough—you just want to show that there's some level of activity there. And then, the bigger you are as a company, the more important your company page becomes. For very small companies or solopreneurs, that’s where the thought leader ads are kind of the main thing you’re going to be doing. The bigger and bigger you go. We work with a lot of mid-market and enterprise companies as well, and for them it is more company page, overall it’s like a mix. We still use thought leader ads for big companies, but it’s a lot more company page ads will do for the big companies. So the best way to structure that funnel is still leading with your people—those boosted posts—because they perform so much better. It's also a great way for your audience to get to know you.Share on X And then once they know your people, then you can start to retarget them with the company page ads. At that point, they've already seen your people and are getting to know your brand. That’s when retargeting them with the actual brand ads, the company page ads, are going to perform much better. The bigger the company, the more the company page ads are going to use, and that’s how you’ll typically combine them. I love it. It's fascinating. So what's the right kind of cadence? Because I see some people are on LinkedIn all the time—and I've tried it as well—it can take up a lot of time. You still need to do other types of prospecting too. So what do you recommend as a good cadence for someone who's maybe a small business CEO? They don't have a lot of time—they have to make calls, write emails—but they also want to be present on LinkedIn. What's a sustainable pace?  Yeah, from what I see perform best—and also what's realistic to maintain—is about posting twice a week on LinkedIn. That at least gets a decent amount of content out there without being too much. And then from there, taking those posts and boosting them into the funnel. Once you set up the funnel, it’s very quick to go boost your posts and add them into it. So really it’s about creating those twice-a-week posts and then setting up your funnel so that those posts get added to it. I do recommend using AI to take a lot of the heavy lifting off and make things easier. But of course, look at what it’s outputting, edit it so it’s in your voice, add some personality to it. It just makes it perform a lot better. It makes it more enjoyable for other people to read it. And then if you really don’t have the time, go hire somebody or go find a freelancer, or that’s when people come talk to us, is when you just need help from somebody to go do it. So start with twice a week and go from there. There's not really a strict upper limit—you don't start to max out until you're posting multiple times a day. I don’t know if anyone listening to this is going to get there, but you can post twice, three times a day, and you’re really not hurting yourself. So at least twice a week. Start with that.  Yeah. So when you say inject personality, what does that mean? Is it about sharing personal information? Is it about having your own voice? What does that even mean?  Yeah, it means a lot of things. AI can be very flat and boring, and you can read something and very often tell this is probably generated with AI. Personality is—it's hard to say exactly what it is—but it's like spicing it up. It's like breaking perfect grammar. It's using your own unique style, like the way you might start your post or the way you might sign off at the end. Because if someone’s just scrolling through the newsfeed and they’re just seeing a bunch of posts that look the same, that's noise. It all blends in, and it's not going to work well. But the posts that really stand out are the ones that have a little bit of personality. It depends on your business and your vertical—maybe you add some emojis, maybe you add some questions—but it's about finding a way to break out in the newsfeed. So there’s lots of stuff you can do. Maybe add one or two emojis, maybe add a simple question, but it's also about adding more energy to your post. It's not just writing flat business content—it's finding ways to add more emotion and energy. It's hard to define exactly what personality is, but when you scroll your feed and you see it, you'll know it. Yeah. I did notice that people resonate with stuff that people create. Earlier, about two years ago, we created a video that we thought was very cool, but we used AI, and almost nobody looked at it. But if I put in some emotional energy when creating the post, adding in my own ideas—and even if I write it myself—it works much better. I find the AI stuff, even if it's structured—maybe I don't have one-sentence paragraphs and things like that—so it can work better.  And it's good to have a mixture of different types of content, because yes, text-only is a good format, but maybe you use certain images. Maybe you went to a conference recently, or maybe you're with your colleagues—you can use images like that. That adds a bit of personality. Videos can also be effective, especially selfie-style videos where you're talking about your subject or your expertise. Those are good, because AI can't yet generate the perfect video of you talking—it's getting much better and getting close—but people can still tell when a video is AI-generated. So leverage those formats as a way to stand out in the feed. Video is a very good format because people get to see you and hear from you. They feel like they get to know you a lot faster when they watch a video. Most of the time in business and sales, you don't get to meet someone until you're at an event or on a sales call. So use the LinkedIn feed as a way to accelerate that. Let people get to know you by letting them see you and hear you, and they'll…Share on X  Yeah, I love it. Okay, so I think it's a great picture, and thanks for sharing it. So creating awareness is kind of top of funnel—case studies, what works, tips and tricks. Then you share a lead magnet-type thing, build your list, invite them to download something, come to a webinar, do a free trial, and then you have that list. And then you can retarget them with your bottom of the funnel, which could be more of the same, I guess. It could be multiple channels. So that's really cool. Now, if someone wants to do this, what kind of budget should they be thinking about? Because boosting posts can be expensive, but if it's a good post and you get people to download stuff, maybe it's a good ROI. So what kind of budget would make a difference if I were to post twice? Let's say I'm a CEO of a small-to-medium business. I post twice a week, I develop a couple of lead magnets, I do some retargeting, boosting posts—what kind of budget makes a meaningful difference for me?  Yeah, so the minimum LinkedIn lets you spend on a single campaign per day is 10 bucks a day. so the very minimum is $10 a day to get started, and then you can kind of play around with it from there. To build the system that I mentioned, that would be three different campaigns. So that'd be about $900 to $1,000 a month. So that's kind of the minimum to get started there. We see companies start to have more predictable and repeatable results once you get to at least $3K a month in total spend. You're probably going to start with more of that in the top and middle of the funnel, and then those audiences get smaller as you move down toward the bottom. About $3K a month is where you start to see more predictable, reliable results. But you can get started with as little as $10 a day. And then if you're a bigger mid-market or enterprise company, you might be spending tens or hundreds of thousands a month on ads. You can scale it as far as you want, but to get started, at least $10 a day.  Yeah, that makes sense. If you do $1,000 a month, then get to $3,000, you can actually use it as a proper, predictable channel. So when you say predictable, what kind of results can people expect? Is it a certain number of downloads? I mean, obviously it depends on the content and the quality of the thought leadership—I get it—but what is the typical range that you see?  Yeah. For some averages—if you build that funnel like I mentioned—what we typically see is you might be driving downloads or opt-ins for your newsletter or webinar at anywhere between $50 to $150 per opt-in. It kind of depends on what it is. Newsletters are easier to drive opt-ins for, while webinars are a bit harder because someone knows they need to set aside time in their schedule. That said, there are some businesses we're working with that are getting about $7 to $8 per opt-in.  And again, you want to use LinkedIn when you're targeting a professional audience that carries more value for your business. So $7 to $8 is a really good cost per opt-in. For example, in that case, we're targeting marketing directors, VPs of marketing, CMOs at mid-market companies. Then for call bookings, those can range anywhere between $100 to $500 per booking. In many cases, we're driving people directly to a Calendly link so they can schedule a call right there. So yeah, you might see somewhere between $100 to $500 per call booking. That all very much depends on your audience and your offer, but those are some typical ranges we see.  So you're a business owner as well, and you teach people how to do this, and you help people do this. Are you using LinkedIn for growing your business? Is this effective for your type of business—LinkedIn consulting?  Yeah, LinkedIn is our number one channel. That's where most people find out about us. It makes sense for what we do—we're doing LinkedIn marketing, so people are going to discover us on LinkedIn. I'd say probably the number two channel is doing podcasts, speaking at events, and webinars. That's probably the next biggest driver. But LinkedIn is definitely number one.  I guess that's advertising. So other than advertising and promoting yourself, what drives growth in your business?  What drives growth in our business is using LinkedIn marketing. What makes us different from other people is we've built tooling on top of the LinkedIn Ads API, so we can get more data from the API than you can inside of LinkedIn Campaign Manager. That allows us to do advanced optimizations and see more than you can just inside Campaign Manager. We're able to pull more data from the API and do deeper analysis on things you can't normally see. So we can get really deep into the demographics—like what sizes of companies are performing best, what industries are performing best, what job titles are performing best.  And that's where you start to make more advanced optimizations, like, “Oh, I see this job title is working well, or this one's not,” or “This industry is performing very well, and this other one is not.” Then you make those adjustments to your campaigns based on that data. So those are some things that make us different. And then after that, it’s just our experience. We’ve been doing it for 10 years. I created a course on LinkedIn Learning about LinkedIn advertising, so if you go to learn about LinkedIn ads, you might end up taking my course there. And it's really just the depth of experience—we've seen every type of funnel, worked with every type of company. That's fascinating. Well, Anthony, if someone would like to learn more—okay, they can go to LinkedIn Learning, as you just shared—but how can they connect with you, and how can they get the most up-to-date stuff from you?  Yes. Well, I'm on LinkedIn. I share a lot of content there, so you can look me up on LinkedIn. Otherwise, our website is SpeedworkSocial.com. If you'd like to get our help, you can go there. We also have our own podcast—it's called LinkedIn Ads Radio—where we have lots of episodes going through different topics. We do interviews with LinkedIn and other leading marketers, so there's some really good content there. And then also on YouTube—all of those episodes exist there as well.  Fantastic. Well, if you own a small business, or you run one—a small to medium-sized business or even an enterprise—and you want to grow your B2B audience, then just follow Anthony's recipe: the three levels. The top of the funnel—creating awareness with case studies—then developing your lead magnets, and then retargeting, email marketing to them, boosting your posts. Anthony, thanks for clarifying this for me. I've been on LinkedIn for 20 years, but I didn’t have this picture in my mind. And for those of you listening, if you enjoy this content, stay tuned, because we have similar episodes every week from thought leaders and business owners who share their tips and tricks. I guess this is top of funnel, right?  Yes.  So, Anthony, thanks for coming, and thanks for listening. Important Links: Anthony's LinkedIn Anthony's website

Ever question if you're truly moving the needle in a high-stakes, fast-growth role or just treading water in chaos?In this unfiltered replay, Cameron Herold gets radically real with Asana's COO, Anne Raimondi, a powerhouse operator with a track record scaling iconic SaaS brands from eBay to Zendesk. Their candid conversation delivers hard-hitting truths and breakthrough strategies for COOs, VPs of Ops, and ambitious seconds-in-command. From conquering boardroom friction to onboarding at scale, and from navigating imposter syndrome to wielding conscious leadership, this episode is your no-nonsense roadmap to building culture, resilience, and runaway growth.The window for operational greatness closes quickly. Don't risk getting left behind as your competitors dial in these proven systems. Press play now for a front-row seat to rare, real-world tactics you won't hear anywhere else.Timestamped Highlights[00:00] – Why this Asana episode is a record-breaking, fan-favorite comeback[00:03:02] – The one skill that built Anne's “uncommon” career and why she doubled down on curiosity[00:05:33] – A dot-com crash, a diamond startup, and how obsession with customer pain points kept Anne in the tech arena[00:07:47] – Is product obsession really the COO's unfair advantage? Anne reveals what sets true ops leaders apart[00:13:14] – How Anne's onboarding at Asana destroyed all her old assumptions about exec transitions[00:15:10] – The joy of “extra delights”—what most SaaS products miss about human motivation[00:25:34] – The real source of company politics (and how transparency kills it dead)[00:44:38] – Anne's most vulnerable answer: How she faces down imposter syndrome and winsAbout the GuestAnne Raimondi is the Chief Operating Officer of Asana, a global leader in work management software empowering teams to orchestrate their work with clarity and impact. With 20+ years scaling technology giants, including senior roles at Zendesk, TaskRabbit, SurveyMonkey, and eBay, Anne brings deep boardroom and operational wisdom to fast-growth SaaS. She's also a lecturer at Stanford Graduate School of Business and has served on the boards of Gusto, Patreon, and more. Anne is renowned for her mission to build workplaces that blend high performance with humanity.