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Carlos Corredor, Co-Founder and CEO of Condor Digital Marketing, is driven by a passion for interpreting data and helping marketing leaders Generate and Measure Your Pipeline with greater accuracy. ith a background in sports analytics and journalism, Carlos helps B2B companies identify which marketing activities generate qualified leads, clients, and revenue so they can invest confidently in what works.  In this conversation, Carlos introduces The Condor Pipeline Generation Framework—Understand Current Pipeline Generation, Map the Process, Move Budgets to Their Highest and Best Use, Fix Measurement Gaps, and Rinse and Repeat. He explains why marketers should begin with clients and revenue instead of clicks and impressions, how the Pipeline X-Ray exposes attribution gaps, and why budgets should move toward channels with proven returns. Carlos also discusses using BANT to diagnose conversion problems and why client champions, paid media, and events drive growth in high-ticket B2B markets. — Generate and Measure Your Pipeline with Carlos Corredor  Good day, dear listeners. Steve Preda here with the Management Blueprint, and today my guest is Carlos Corredor, Co-Founder and CEO of Condor Digital Marketing, a pipeline generation and measurement firm. Carlos, welcome to the show.  Hey, Steve. Hi, everybody. Thanks for having me. Great to be here.  It's exciting to have you and to learn about your secrets of how you generate a measurable pipeline. But before we get into it, I'm curious: What is your personal why, and how are you manifesting it through your company?  Yeah. So I've always been passionate about sports and the data behind sports, and I actually worked in sports data analysis and journalism. But ultimately, I've been passionate about interpreting data to have an advantage, whether that's playing tennis or doing analysis for baseball teams. And then I eventually started working in marketing, doing sports websites, and I saw the opportunity. In marketing in general, especially with digital, to use data to your advantage. So I would say that's really what I'm passionate about in terms of my professional life and why I enjoy what I do so much and why I get up in the morning and I really look forward to the day and even to Monday. Because obviously, it's not all fun. But ultimately, I think it comes from that passion of liking what you're doing, and the time flies when you work and you like what you do and you see that you're good at what you're doing and it's making an impact. So I would say that's why.  And have you always been a data person? Are you analytical and like to look at the numbers behind things?  Yeah, yeah. It started with sports. That's where I realized that I had, let's say, that passion at the beginning and ultimately that skill. With baseball at the beginning, it was reading the back of baseball cards and then fantasy baseball in high school, and then actually working in that. In kind of like sabermetrics and Moneyball-type analysis in college.  Because I saw, just like it happens in marketing, how back in the old days, even professionals, they were using the wrong type of data or a very antiquated way of looking at things. So it's like understanding really what has an impact and what is responsible for outcomes. That's, I think, the part that I've always thought was what's important and what I had a knack for, a talent to do that better than others. So that's why I went deep into that.  Okay. So how do you do that? So this podcast is a podcast of frameworks. So I wonder if you have a framework of how to create pipeline generation based on data, and perhaps you can share a simplified version of that with our listeners, something that can be explained in three to five steps.  Yeah, definitely. And I'll give you first the kind of like the philosophy or the mental model, and then I'll give you those steps because one comes from the other. So in marketing, with all of the data that's available, especially today, a lot of people start at the bottom. At clicks, impressions, and then they try to build a bottoms-up report to then prove what's generating leads and clients and revenue. But that is always inexact, takes forever.  What I propose is doing it the opposite: a top-down approach where you start with clients and revenue, and then start figuring out where those leads in your pipeline or clients and the closed revenue is coming from. And you will know all of that at the beginning. So that's, I think, how it starts, that framework. So the first step of the framework is to understand, which sounds really basic, but you'd be surprised today how many marketing leaders, marketing VPs, CMOs of especially mid-market, definitely smaller mid-market, and even some enterprise companies, don't have that data readily available to understand how much pipeline did we, as a marketing department, generate, let's say, last year. So that's, I think, the first step, is understanding that. It's asking your team for a report that says that. Now your team's going to come back and say they won't know the full picture. Maybe they know 10%, maybe they know 90%. But they're going to show you something. So then is the second step. You're going to start adjusting your investments to what you're seeing there, and at the same time, you're going to start fixing the dark holes or what you can't see.  And then simply step number three is rinse and repeat every, let's say, quarter at the beginning. And obviously, there's nuances of how exactly you should adjust and what exactly you can fix. But ultimately, that would be the three-step approach that you asked about.  That's fascinating. So the understand piece is understanding your pipeline or how you're generating the pipeline? What is it? Understanding what?  Yeah. So actually we have a name for that first step. We call it the Pipeline X-Ray. So let's say you start a new job as a CMO of a new company. Or simply you've been in the job for a while and you're listening to this and you say, “Okay, actually, I've never thought about it that way.  Let's sit tomorrow with my team and ask the question: How many qualified leads and closed clients have we, as marketing, generated so far this year and, let's say, last year?” That is understanding that. Now, I'll tell you, I'd be very surprised if the marketing person or the marketing team or the leader has that data in a way that they can say with 100% certainty what the answer is. In terms of, “We've closed these four clients, and we've had 72 qualified leads.  And out of the 72, 50 have come from our paid search campaigns, 10 have come from events, and then the others have come from organic.” In an ideal world, that's the type of answer that you want. But in the real world, again, very rarely do you have that clear understanding right then and there. So that's when step number two becomes, okay, let's close the gaps to be able to have an understanding.  Okay. So essentially, when you say adjust and fix, then are you talking about adjusting and fixing the process of generating clients, or actually mapping the gaps in the pipeline first?  Yeah, so that's a great question. The adjust, I mean move budget around. Not necessarily increase budget. You have to prove what's working. And obviously, if you don't have the full picture and understanding, you cannot just go to your CEO and say, “I need more budget.” So with the same budget that you have, what can you pause and move around towards the things that step number one told you with certainty are working. So if, let's say, out of the 50 qualified leads that you generated, you saw that half of them came from your paid search campaigns, then you say, “Oh, okay.” And then you don't see anything, let's say, for conferences, and now you're going to 10 conferences a year and you're spending a million dollars on conferences, and you're only spending $200,000 a year on your paid media spend. Then you say, “You know what? I'm going to stop. I'm going to pause. We're not going to go to these two conferences this year, and I'm going to move those $200,000, and we're going to double our spend in Google Ads,” for example. That's what I mean with the adjust piece. It could be the opposite. It could be pause paid search and then be more aggressive on our conference strategy. It could be, let's start a paid social campaign, whether that's LinkedIn or programmatic ads, or let's be more aggressive on our PR because right now our leads have come from interviews that our subject matter experts have done in certain types of podcasts or YouTube channels.  But that's what step number one is. But adjust is move budget around. Put your stocks where the returns are positive and where you can expect a better return almost immediately, or at least in the next upcoming months. And then the fix is particularly around the measurement gaps. The fix is what you can't see, right, on step number one. Step number one is understanding. And a report with all of that. When the person that does the reporting for you came back, or when you did it yourself or whatever, probably a lot of leads are like, “Ah, now it says direct traffic. What is that?” Obviously, they didn't just come and wake up one day and say, “Oh, I'm just going to go to condoragency.com.” No, they heard you somewhere, but you're still not sure. You won the client, you know you won the client, the client's paying you money, but you're not sure. So maybe, okay, what needs to improve in our measurement framework.  Usually, you can start with your CRM, your HubSpot, Salesforce, for instance, or whatever you use. There's some web analytics that might need to happen. You need to connect your advertising platforms. You're probably going to need to start talking to your sales team so they ask the right questions when they have discovery calls with prospects. I mean, there's a few things you can do, but I'm talking specifically about measurement gaps so you can have the full picture.  So when you talk to new prospects or clients, can they answer one most of the time?  They can partially answer one. I would go a step beyond because, I mean, that's not the sexiest answer. I would say it's usually, let's just say, around 50% of their leads and clients, they can know who was responsible. And then there's a couple of parts there. First and foremost, not only for your sake, but for the sake of your alignment with the C-suite and with the CEO and the CFO and even the sales team. You want to know, is marketing responsible for this? Number one. Because then that's very important.  Because that's what's going to justify the existence of the marketing team. Then later, if it came from a paid search campaign or a paid social or a conference, if those all are in the marketing budget, that's secondary. But most importantly, you want to make sure that, number one, you're bringing pipeline as a marketing department, and number two, you know exactly what pipeline you're bringing. Not only you, but then also your CEO and your CFO. So then it's like a luxury, let's say, to see if it comes from, the tough part is that you won't know that it comes from marketing unless you're tracking paid search and you're tracking conferences in the CRM the right way. So obviously, they are related in that way.  Okay. Love it. So understand your pipeline generation, and then adjust the budget to make sure you're supporting the ones that generate the most, and fix those that are not optimized. So maybe optimize them or replace them or come up with a new one. How else do you fix other than your measurement gaps?  Okay, you fixed the measurement gaps. Now you can measure it. You have a full picture. Then you have a slate of options, and how do you know what to choose if you're not doing enough?  Yeah. So I think there’s a couple of things there. One is understanding if you… Because, obviously, you always want to generate more pipeline. So you have to then say, “Okay, is my problem that I'm not generating any interest in the first place at all?” Like, there's nobody visiting my website. Or even downloading some pieces of content, what traditionally is called conversions or marketing-qualified leads. Obviously, that's not the goal.  The goal is that they turn into clients. But you have to know that if people are not visiting your website and you're not seeing marketing-qualified leads coming into your CRM, then you have to do certain things. Whereas if the problem is, “Okay, no, that's not the problem, Carlos,” and this is actually more common, which is a little counterintuitive, but the more and more that we work with mid-market clients, we realize this is the case.They are generating marketing-qualified leads. There is activity in the CRM. There are companies, new companies, that you see are visiting your website, downloading and consuming content. But then, for some reason, they are not becoming clients. So that's where we have to dig in and understand. Maybe they downloaded a white paper that was very educational in nature. And they're not ready to buy. Which is fine, and I'm not saying you have to not show that white paper, but you know that white paper is not going to bring you ready-to-buy customers.  So that's when we have the concept of what sales and marketing people call a BANT-type of lead, which is a lead that has the budget, the authority, the need, and the timing. You want, obviously, a lead that has the four things. Now you start, you measure. Okay, we had 10 leads, and they had, let's say, the budget and the authority. They were the CTO. The lead of the technology department in the company that we know has the budget. But they just downloaded this and didn't convert. They didn't have, let's say, the timing or the need.  Then maybe you rely more on, for example, paid search, which is a channel that, by searching the right keywords, the bottom-of-funnel keywords, for example, we are a pipeline generation firm. If somebody is looking for, “What is Google Ads?” That's educational. Now, if somebody's searching for “experienced agencies in B2B managing Google Ads.” Now, that's somebody that's ready to hire an agency to manage their Google Ads. So that's why, for example, in this case, if the component that's lacking is the need and the timing, paid search could be a way to do it. Or intent data, which is now something that is out there not only via paid search, but you identify certain signals and you can target them on programmatic ads or YouTube or whatever. That's another alternative. So that's something that you could do, for example, if you have a pain in moving leads down the funnel and closing clients, and you also realize that you're talking to the right people, but then they're simply not converting.  And the opposite. You get a lot of people that need your service. But they may be too small, or they may be just a manager and they don't have the authority to approve a high-ticket service. Then you go towards maybe LinkedIn targeting, or you do a campaign that is based more on account-based marketing, or ABM. Where you know you're talking to the right people. So again, that's another adjustment that you can make. So I don't know if I… Sorry if I deviated a little bit from the question, Steve, but hopefully that's still—  No, it makes sense. It makes sense. So first you want to measure, and then you diagnose. If you've got some activity but it's not converting, why is it not converting? Maybe it's not the right approach to build trust. Maybe there's another approach.  And then you look at the different elements: budget, authority, need, timing. That makes sense. So let me turn it back to you. So what drives growth in your business?  So for us, I would say if we do that, let's say, Pipeline X-Ray. And we actually did. We've been in business for almost 10 years now. And if you would do a Pipeline X-Ray, the number one driver of leads and new clients are, let's just call it, Condor champions that switch jobs. And not switch jobs that were working with us, but they were working with one of our clients.  And they worked with us, and they saw the work that we did, and they ended up moving to another agency within the same space, for example, or in B2B services, or even if it's something a little more niche like tech services, which is an area that we also specialize in. And then they say, “I already worked with Condor for either measurement or paid search campaigns or demand generation in general, and I like working with them, so they're going to call us.” And then some people, they switch multiple jobs. So embracing that and obviously using that to fuel and to focus even more on doing a great job and maintaining relationships with people, obviously most importantly while they're a client, but even if they switch, not forgetting about them. That has been the main driver. Obviously, we don't want to only rely on that. And then more recently, we've given more structure to our own sales and marketing department for that. And, for example, we closed a client that came via a paid search campaign. But that's still… We haven't scaled those yet.  We're still making sure. We're still in that measurement phase where, yeah, we're putting budget behind a few things and some of them seem to be working better, but not yet at the point of truly scaling that. We're ultimately also a relatively small firm, which obviously makes decisions differently than if you are, let's say, a mid-market or enterprise. But those, I would say, in order of importance, have been our three main drivers of growth: the champions that switch jobs, number one, and then I would say secondarily, paid media and events.  Yeah. So these are the three things. And what about the events? Why do you put events as a third? I'm just thinking that you're a B2B company and trust-based. Would events not be better than paid media?  I would say they're not mutually exclusive. Actually, they rely a lot on each other. And honestly, for us, I just put number two and three, but I would say they're tied for second, and then the other ones are four and below. And the reason why I think events are important, what we're seeing not only for us but for our clients, the outbound activity is really saturated.  I think cold email or cold outreach in general, because it used to be via email, now it's on LinkedIn as well, it's really, really saturated. It's really hard to be heard or to get a reply with cold outreach in general. Paid media, you can be a little bit more creative because you have visuals. Whether that's video that hopefully you can leverage. So I'm a believer in paid media more than the actual cold outreach via email or LinkedIn. But then the events are also great precisely because of that.  People are saturated and tired of being bombarded with messages from people they don't know. Whereas especially after COVID, people started going back to both the office and simply going out there. It doesn't have to be a big yearly conference. It can be just a dinner where you invite four or five people and talk about certain topics or any in-person activity. Well, I mean, a webinar can even be considered an event. Where you're educating your audience on certain things. And especially if your target audience is more on the manager side or below, or director and below, webinars can be an avenue.  But to answer your question, I think that personal connection is really, really powerful. And people forgot about it with, let's say, the boom of cold outreach and digital and now AI, and especially during COVID. But definitely in the last few years, we've seen not only that people are more willing or prefer to meet people in person, but we see that in the data as well, We see cold outreach campaigns that are bringing less and less results. And then when you connect in person.  Especially high-ticket. I also give this example. If you're selling B2B services, which are usually high-ticket. It's a project of either $50,000. It could be an engagement of $2 million over two years. Obviously, you want to know the company, but you also want to trust the human that is going to deliver on that promise. I always give the example: If you're selling an iPhone cover that costs $25, yeah, maybe you can get away with a pretty image on an Instagram ad. You click and you buy. Boom. Great. You can fully leverage digital for that.  But when you're selling a cloud migration project of a million dollars, you're going to want to talk to somebody, trust that person, dig in a little bit more, have a couple of meetings. So it's more complex. So in particular for those instances, that's why I think the personal connection, that it's even better if it starts at an event, or however you manage to do it, helps a lot.  So for Condor, do you make a distinction between B2B companies and B2C, and where you can help them the most?  Yeah. We have a couple of direct-to-consumer clients, but the majority of the work that we do is either for B2B or, if not B2B, it's lead generation. So e-commerce, for example, is a different world. E-commerce, as I mentioned, depending on what you buy, it's immediate. You track things. You have a platform like Shopify or something similar. It's a whole different world. Whereas that's immediate, and you can see everything, and it's all kind of automated and based on an inventory.  Whereas in either B2B services or lead generation, it's more about, okay, what happens after the initial action, after that initial either visit or conversion. Because a conversion is not a purchase. In e-commerce, in direct-to-consumer, in the example that I gave you, we made it. We sold the cover. That's our business. In here, it's like, okay, they downloaded a white paper. Or they signed up for a webinar, but that's only the first step of a long journey of closing, again, a $1 million service client.  So we specialize in that. In what needs to happen, not only to generate the initial raise of hand, but to make sure that the people that raise their hands are the right people, because otherwise they're not going to end up buying. And ultimately, the entire process of lead generated to client closed. Which is a big universe in itself. So that's where we want to focus.  So you basically help them not just to get the leads but to convert the leads and turn them into a client.  Right. Right.  So Carlos, if you had a magic wand and you could fix just one thing in your business in the next 12 months, what would you use the magic wand for?  I would say accelerate. I would accelerate by five or 10 years the structure and how mature our sales and marketing team is. I would love to wake up tomorrow morning and have a team of five people in the marketing department and five people dedicated to sales, with SDRs and a sales leader, that is already generating, that we're closing 10 clients a month. So I would say that's… But that obviously takes time.  And you want to go one step at a time, otherwise, to prove ROI and to grow without, let's say, wasting unproven budget or wasting money. But I think a lot of owners—I don't know if it's a cheap answer—but I think a lot of owners would probably answer the same thing.  Yeah. So essentially what you need to do is you need to have scalable sales and marketing so that you can just add people and it's going to—it's like a coin-operated system, right?  Yeah. Yeah.  So if the listeners would like to go through that process and they would like to understand, okay, how do we map our leads, where they come from, evaluate it, and then adjust and fix and scale, where can they learn more and how can they connect with you? Yeah.  So if they go to our website, it's condoragency.com. Condor, like the bird. There are some options there on how to work with us or even some information, even if they want to try and do it by themselves, right? Again, what I mentioned earlier, the Pipeline X-Ray. It's a quick project that we do to get to that, where you can start seeing some valuable information to take action on fairly quickly.  We can get that done in a couple of weeks, the exercise of the Pipeline X-Ray, so then you know what to start adjusting and fixing. And obviously, you can contact me directly also on LinkedIn or via our website. I'm glad to obviously have a subsequent conversation and see if and how we can help.  Awesome. So if you are out there and you want to improve your sales and marketing, then you have to start with the Pipeline X-Ray because you are getting leads, you just don't know where they are from and how effective they are, and then how you tweak the process so that you're putting energy behind the more effective ones and readjusting your budget, and then fix the gaps.  So Carlos can help you with that, right? So make sure you reach out to Condor and get the X-Ray. So Carlos, thanks for coming. And if you enjoyed this conversation, then make sure you subscribe and follow us on YouTube, Apple Podcasts, because every week I bring a couple of entrepreneurs who are sharing their frameworks with you. So Carlos, thanks for coming, and thanks for listening. Important Links: Carlos's LinkedIn Carlos's website

In this episode of Building Texas Business, Chris Hanslik sits down with Travis Hollman, owner and CEO of Hollman, the largest manufacturer of lockers in the United States and the world. Travis shares the story of a family business his father started in 1976, one he bought in 2016, and how it grew into the company behind the locker rooms you see everywhere from Notre Dame, USC, and the Houston Rockets to Equinox, Goldman Sachs, and Bank of America branches across the country.Travis talks about his winding path into ownership, including getting let go by his own father, launching seven or eight companies of his own along the way, and returning to rescue the business as it slid toward bankruptcy. He reflects on the value of finding work that naturally fits how you think, using tools like Culture Index and Myers Briggs to understand yourself and build the right team, and why starting a company from the ground up is one of the hardest things an entrepreneur can do.The conversation moves through innovation, culture, and the discipline of keeping a fifty year old company feeling like a startup. Travis explains how his MeSpace concept for neurodiverse offices reshaped the way his team designs sleepable, function first locker rooms, how his new AI division is transforming billing, renderings, and shop drawings, and why he believes honesty is the only real policy when a customer relationship goes south. He also opens up about Texas as the ideal place to build and manufacture, sharing a memorable story of staying open through COVID with the help of a responsive local government.Chris and Travis also explore leadership and authenticity, from Travis embracing his direct, bullet point style to surrounding himself with good cop VPs who balance him out. He closes with a moving look at the educational foundation he and his wife created, funding college for the children of his Hispanic plant workers so families can build lasting security across generations.If you are interested in manufacturing, family business, innovation, leadership, and building a company that stays true to its values while embracing new technology, this episode offers an honest and energizing look at what it takes to lead with authenticity and purpose.LINKSShow NotesPrevious EpisodesAbout BoyarMillerAbout Hollman, Inc.

Your site is down. It's 3am. Is it a bug, a bill, or a breach? You can't tell yet, and everyone is watching you find out. Matt Lea has spent fifteen years being the person companies call when an outage is costing them real money per hour, and his whole argument is that everything you'd want in that moment gets decided months earlier, on ordinary afternoons, when someone chose the convenient thing. We walk his top twelve dos and don'ts in AWS - infrastructure as code, IAM roles instead of access keys, private subnets, no wildcards, no public buckets - and I push on which of them actually matter if you're one person on a small VPS. Then we get to Cloud War Games, where Matt breaks things on purpose so your team's first real incident isn't their first incident. Let's get into it. Episode sponsors Sentry Error Monitoring, Code talkpython26 Talk Python Courses Talk Python Courses Links from the show Guest Matt Lea: linkedin.com Talk Python Certificates: training.talkpython.fm/certificates Schematical: schematical.com CloudWarGames.com: cloudwargames.com Zero to Hero on AWS Security: www.oreilly.com Repo: github.com Custom Wheel Offset: customwheeloffset.com 2012 TechCrunch Disrupt Hackathon: techcrunch.com tech comics: schematical.com shhgit: github.com Zero Trust in 200ms: Implementing Identity-Per-Transaction: us.pycon.org Coolify: coolify.io returned to full GA Nov 2025: aws.amazon.com Signed URLs/cookies: docs.aws.amazon.com Cloudflare: www.cloudflare.com Bunny Shield: bunny.net Cloud War Games One: www.youtube.com Cloud War Games Two: www.youtube.com LinkedIn: linkedin.com YouTube: youtube.com KnocKnoc: knocknoc.io Watch this episode on YouTube: youtube.com Episode #559 deep-dive: talkpython.fm/559 Episode transcripts: talkpython.fm Theme Song: Developer Rap

#382 | Rob Sobers has been CMO of Varonis for 15 years - through its growth from startup to public company doing over $700 million in revenue. Dave talks with Rob about how he's stayed sharp enough to keep the job this long, starting with the fact that as an engineer, he still writes JavaScript and even fixes bugs on the Varonis website from time to time. Rob explains why no manager on his team oversees work they don't do themselves, why he'd rather keep marketing simple than layer on complexity as the company scales, and his "reasonableness test" for deciding which programs don't need to be forced into a pipeline number. They also cover his approach to saying no to his own team, and why longevity gives him a wider lens on the business.Ever listen to our podcast and think: "Exit Five should feature me"? This is your opportunity to get in front of 40k+ B2B marketers, including CMOs, VPs, and marketing leaders, who are looking for talent, inspiration, and ideas to improve their marketing. Apply to the Experts Network for a chance to be our next podcast guest.Timestamps (00:00) - - Meet Rob Sobers, CMO of Varonis for 15 years (01:18) - - Why Rob still writes JavaScript and fixes bugs on the website (05:06) - - Learning a new marketing discipline every time he was out of his depth (05:55) - - Why there are no career middle managers on the Varonis marketing team (07:24) - - The communication tax of overstaffing a team (09:59) - - Keeping goals dead simple: opportunity creation as the north star metric (14:28) - - Getting good at saying no to his own team, but not too good (18:02) - - The reasonableness test: why not everything needs a pipeline number (20:49) - - Reverse-engineering the marketing budget from the revenue number (23:04) - - What separates a CMO from a VP of Marketing (26:26) - - The ClickUp $1M "one-person marketing team" debate (35:26) - - Marketing to skeptical CISOs, acquisitions, and why B2B brands need a mascot Join 50,0000 people who get Dave's Newsletter here: https://www.exitfive.com/newsletterLearn more about Exit Five's private marketing community: https://www.exitfive.com/***Brought to you by:Zoom Webinars & Events – The virtual event platform built to help B2B marketers run webinars that actually drive pipeline, with branded registration pages, live engagement features, and built-in tools to repurpose sessions into clips and content. Learn more at zoom.com/exitfive.Customer.io - An AI powered customer engagement platform that help marketers turn first-party data into engaging customer experiences across email, SMS, and push. Learn more at customer.io/exitfive.Vector - A contact-level ads platform that lets you build audiences from actual people on your site, clicking your ads, and checking out your competitors. Learn how to build an ABM program that scales at vector.co/exitfive.Join us in Stowe, Vermont for Drive 2026 - three days away from your desk to learn what's working in B2B marketing from the people who are actually doing it. Grab your ticket at exitfive.com/drive.Walker Sands - An integrated B2B marketing and growth services agency that helps marketing leaders turn strategy into measurable business impact through their Outcome-based Marketing model. Learn more at walkersands.com/exitfive.***Thanks to my friends at hatch.fm for producing this episode and handling all of the Exit Five podcast production.They give you unlimited podcast editing and strategy for your B2B podcast.Get unlimited podcast editing and on-demand strategy for one low monthly cost. Just upload your episode, and they take care of the rest.Visit hatch.fm to learn more

What is your top leadership challenge? A recent informal study gathered data from 23,000 HR professionals, and they identified difficult conversations and feedback as their top leadership challenge. Today's guest walks us through each of the 5 C's of difficult conversations. Join us to learn how to ready your mindset for difficult conversations so you can thrive as a coach and leader!Maren Perry is the founder and CEO of Arden Coaching, a B2B leadership development firm she started in New York in 2007, when coaching was a largely unknown field. Today, Arden is a national firm of 40-plus Professional and Master Certified Coaches serving CHROs, VPs of HR, and directors of leadership and development at mid-market organizations across engineering, construction, finance, healthcare, and tech. Some of their clients include Kaiser Permanente, Microsoft, Mars/Wrigley, ZipRecruiter, BetMGM, and JLL. With a background in cognitive science and thousands of coaching hours at the senior executive level, Maren and her team specialize in developing technically brilliant people into leaders who build high-performing teams.Show Highlights:Maren's journey to clarity about the real problem in having difficult conversations for HR professionalsThe truth: People are desperate for feedback. (and it's kind to offer feedback!)The 5 C's to prepare for difficult conversations:Courage–Have difficult conversations, even when you are fearful about it.Clear–Clear yourself of stories (that might be true or untrue) and emotions first.Collaborative–This mindset is to “sit on the same side of the table.”Certain–Go into the conversation with clarity and certainty, not stubbornness.Curious–Curiosity is key for coaches and leaders; leave space to be wrong.Transformations in using the 5 C's frameworkA key takeaway from Maren: “Practice the 5 C's of difficult conversations. No one gets better without practicing.”Resources:Connect with Maren Perry: Website and LinkedInConnect with Meg:Explore our mentor program! Now enrolling for Fall 2026! Click here for more information!Learn more about the STaR Coach Community. We would love for you to join us!Explore past episodes and other resources at www.STaRcoachshow.com.Mentioned in this episode:Mentor ProgramIf you're working toward your ACC or PCC credential, or if it's time to recertify your ACC mentor, coaching isn't just a requirement on a checklist. It's one of the most transformative investments you can make in yourself and your coaching. I've taught or mentored over 2000 coaches, and I hear the same thing again and again. I came because I had to, and I am so glad that I did. Coaches tell me they walk away with renewed energy, deeper confidence and a community of peers who genuinely support each other. Here's what you need to know right now. Mentor coaching must span a minimum of three months, so the time to start is not when your credential is just about to expire. And if you complete your hours in 2026, you get ahead of the upcoming ICF changes, which means peace of mind along with skill development. My fall cohort is already filling up. Every group is capped at ten. It's small, personal, and powerful. If you've been waiting for the right time, this is it. So head over to Star Coach Show. That's https://starcoachshow.com/mentor/ to grab your spot or to learn more. I'd love to work with you. Now, let's get into today's show.

What if the confidence you've been searching for isn't something you find... but something you build?Every successful woman leader has a story.A story of self-doubt.A story of pushing through burnout.A story of wondering if she was good enough.In this special episode of The Lucy Gernon Show, I sat down with three remarkable members of the 3SIXTY Leaders Club - Lisa Nash, Terry O'Laoghaire and Karen Ryan to have an honest conversation about what really happens when women choose to invest in themselves.Their journeys are different, but the message is the same: when you stop waiting for someone else to validate you, everything begins to change.

Fredrik snackar apputveckling, tåg, och perronger med Dan Berglund. SJ:s app har en funktion som talar om var på perrongen man ska stå för att komma nära sin vagn. Hur fungerar egentligen det? Dan var med och byggde funktionen och berättar hur! Dan berättar också om utmaningar skapade av riktigt aktiva resenärer, och om problemen när bokningssystemet man integrerar med sköts av ett helt annat företag med fler kunder. Vem är egentligen barn, och vem ska få åka första klass? I andra halvan av avsnittet diskuterar vi mer generellt hur det är att utveckla på iOS idag - med Swiftui, nya versioner av Swift, minneshantering, felmeddelanden, trådhantering, med mera. Dan uppmuntrar Fredrik att modernisera sin Mac-app lite 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 Dan Volvo on call Transportstyrelsen Tysk skylt som visar var tågen står - långt ner på sidan SJ labs Stöd oss på Ko-f! Cordova Objective-c Swift Swiftui Django Actors i Swift Swift 6 WWDC - Apples årliga utvecklarkonferens Fredriks Mac-app Advent of code Solaris Titlar Ett tillägg till bilen En jobbig pendlingsförmiddag Var ska jag stå på plattformen? Ett tåg som alltid ser likadant ut Den stora skyltjakten Lägsta vagnsnumret söderut Mjukvaran ska möta verkligheten Ett egenskapat problem Barnbiljett i första klass Intrikat kedja med beroenden Data från fel actor

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 01/08 a 07/08.

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 01/08 a 07/08.

Executive Summary: Workplace betrayal doesn't just cost you a relationship — it costs you trust in your own judgment. Dr. Debi Silber joins Sabrina Braham to unpack a stage-based path back to confidence, using real coaching stories instead of easy platitudes, so leaders can rebuild what betrayal breaks: themselves. Quick Takeaways: Betrayal breaks trust in yourself, not just in the person who betrayed you Losing your voice in meetings is often a betrayal symptom, not a confidence problem Recovery moves through stages — you can't skip to "just get over it" Your intuition can be rebuilt with a simple daily practice 78% of employees say they trust their employer most of any institution (Edelman, 2026) As an executive leadership coach with over 30 years of experience (MA, MFT, PCC), I've sat across from directors, VPs, and C-suite leaders who could run a board meeting flawlessly and still couldn't shake the feeling that they didn't trust their own read on people anymore. That's what workplace betrayal does. It doesn't announce itself as trauma — it shows up as hesitation, over-checking, and a leader who used to speak up in meetings suddenly going quiet. In this episode of the Women's Leadership Success Podcast, I sit down with Dr. Debi Silber, a holistic psychologist and founder of the PBT Institute, for a workplace betrayal recovery conversation about what betrayal actually does to a leader's confidence, judgment, and career trajectory — and what it takes to rebuild. Why Workplace Betrayal Hits Differently Than Other Career Setbacks Most leadership content treats betrayal like a subcategory of stress or conflict. Dr. Silber's central point in this conversation is that it isn't. A layoff, a missed promotion, even a bad performance review — these are painful, but they don't usually make you question your own perception. Betrayal does. When someone you trusted — a boss, a peer, a mentor — acts against you, the injury isn't just what they did. It's that your internal compass, the one that told you this person was safe, was wrong. That's a different kind of damage, and it requires a different kind of recovery. This distinction matters for women in leadership specifically. Executive presence is built on decisiveness and trust in your own judgment — the "gravitas" that research consistently identifies as the core pillar of how leaders are evaluated for advancement. When betrayal quietly erodes that self-trust, it doesn't just hurt personally. It shows up publicly, in hesitation during exactly the moments a leader is expected to be most sure of herself. A Client Story: When Betrayal Shows Up as "Losing Your Voice" I shared a story with Dr. Debi about a client I'll call Jenny. Jenny was sharp, capable, and well-respected — until a workplace betrayal knocked something loose. She stopped negotiating. She stopped advocating for herself in meetings where she used to be the first voice in the room. From the outside, it looked like a confidence problem. It wasn't. It was betrayal doing exactly what it does: convincing a capable leader that her own instincts couldn't be trusted anymore. The Real Cost: What Betrayal Quietly Takes From Leaders Left unaddressed, workplace betrayal tends to produce three patterns in otherwise strong leaders: Loss of personal power. Leaders stop negotiating for themselves — raises, promotions, credit for their work — because some part of them no longer trusts that speaking up is safe. Self-protective isolation. As Dr. Debi put it in our conversation, many people conclude it's "better to keep everyone at a distance than risk that chance that someone may get close to us again." It feels like self-protection. It functions like a ceiling on your influence. Eroded intuition. The instinct that once flagged red flags in coworkers or bosses goes quiet, because the last time it "worked," it still let you get hurt. Ready to rebuild the confidence workplace betrayal quietly took from you? Download our FREE Leading Before You're Ready playbook and get: ? A framework for rebuilding executive presence when your confidence has taken a hit ? Practical language for reclaiming your voice in meetings within days, not months ? The mindset shift that lets you lead before you feel "fully ready" again ? Tools used with clients who've gone on to earn promotions and six-figure roles Get the Leading Before You're Ready Playbook ? How to Notice You're Still Carrying It One of the most useful moments in this conversation is Dr. Debi's answer to a simple question: how does someone even realize betrayal is still affecting them? Her answer wasn't a checklist of symptoms — it was three places to look: your health, your work, and your relationships. If any of those three areas feels "off" in a way you can't quite explain, unresolved betrayal is worth considering as a root cause, not just stress or burnout. Workplace Betrayal Recovery: Why You Can't Skip to "Just Move On" A recurring frustration Dr. Debi and I discussed is how often people are told to "just get over it" — as though healing from betrayal were a decision instead of a process. In her framework, recovery moves through stages, not a single leap. You can't talk yourself into Stage Four while you're still standing in Stage One. Trying to skip ahead is exactly why so many leaders feel stuck: they've done the mental work of "deciding to move on" without doing the deeper work each stage requires. The practical implication for leaders: if you've told yourself to "get over" a workplace betrayal and it hasn't stuck, that's not a willpower failure. It's a sign you skipped a stage. Rebuilding Trust in Your Intuition Dr. Debi was direct about this: "we have to rebuild trust in our intuition, in our wise inner guide, whatever you want to call it." The practice she described is simple — the next time something feels off with a coworker or a boss, a small signal that something "feels shady," pause and name it instead of dismissing it. Every time you notice the signal and honor it, even in a small, low-stakes way, you rebuild the muscle betrayal weakened. Rebuilding Identity: Keep What You Love, Release the Rest The second piece of the framework is about identity, not just instinct. As Dr. Debi framed it: figure out "what are all the parts you love" about who you are — those come with you into the next chapter. The rest doesn't have to. This isn't about becoming a different person. It's about consciously choosing which parts of your pre-betrayal self are worth rebuilding and which parts were never serving you anyway. That reframe — "you're rewriting a new script" — is the shift from surviving betrayal to authoring what comes after it. A useful self-check Dr. Debi offered: picture the version of you on the other side of this, fully rebuilt. Would she do the things you're currently doing and saying? If not, that gap is exactly where to start. Implement This Week: A 4-Step Action Plan Step 1 (15 minutes): Run the three-area check. Write down one honest observation each about your health, your work, and your relationships right now. Look for the thread connecting them. Step 2 (10 minutes/day): Practice the intuition pause. Once a day, when something feels slightly off in an interaction, pause and name it silently instead of dismissing it. Track how often your read turns out to be accurate. Step 3 (30 minutes): Do the "parts you love" inventory. List the traits, habits, and strengths you want to carry forward. Separately, list what you're willing to release. Keep the first list somewhere visible. Step 4 (ongoing): Use the future-self test. Before a hard conversation or decision this week, ask: would my fully rebuilt self do this? Let the answer guide you, not the fear in the moment. Success metric: By the end of one week, aim to catch and honor your intuition at least five times — even in small moments. That's the rebuild in motion. Common Mistakes Leaders Make After a Workplace Betrayal Mistake 1: Treating it as a confidence problem instead of a trust problem. Confidence-building tactics (power poses, affirmations) don't address a broken intuition. They mask the symptom while the root cause stays untouched. Mistake 2: Trying to "just get over it" without moving through the stages. Deciding to move on isn't the same as doing the work each stage requires. This is why the same hurt tends to resurface in new relationships and new roles. Mistake 3: Isolating as a permanent strategy. Keeping everyone at a distance feels protective short-term. Long-term, it caps your influence, your network, and your visibility for the next promotion. Mistake 4: Trying to heal alone. You don't have to do this without support — a coach, a trusted peer, or a mentor can see the gap between where you are and your future self faster than you can see it yourself. People Also Ask What is workplace betrayal, exactly? Workplace betrayal happens when someone you trusted at work — a manager, peer, or mentor — acts against your interests in a way that violates that trust. It's distinct from ordinary workplace conflict because it damages your trust in your own judgment, not just your view of the other person. How is betrayal different from burnout? Burnout is typically caused by chronic overwork or lack of resources. Betrayal is caused by a specific breach of trust and often produces symptoms — hesitation, isolation, eroded intuition — that can look like burnout but require a different kind of recovery. Can you really rebuild trust in your own intuition? Yes. Dr. Debi Silber describes it as a practice, not an event: consistently noticing and honoring small intuitive signals rebuilds the confidence in your own perception that betrayal damaged. How do I know if I'm still carrying an old workplace betrayal? Look at three areas: your health, your work, and your relationships. Unexplained tension in any of them can be a sign that an old betrayal hasn't fully been processed. ...

Chris Fabes, president of TD SYNNEX Canada Chris Fabes is two weeks into his new role as president of TD SYNNEX Canada, and he brings a perspective almost nobody else in the Canadian channel can match: senior leadership experience on all three sides of the ecosystem. Fabes spent a decade at Lenovo Canada, where as channel chief he tripled channel revenue to $1.2 billion in three years. He then moved to SHI International, where he led the Canadian operation with a focus on enterprise and public sector. Now he’s at the distributor side, taking over from Mitchell Martin, who ran the business for 35 years through multiple mergers and industry transformations. In this conversation, Fabes discusses what he learned from seeing the channel from the vendor, reseller, and distributor sides – and how each perspective informs what partners should expect from TD SYNNEX going forward. He talks about the booming Quebec market (he’s Montreal-based and bilingual), the role of MSPs as “AI ambassadors” for 1.3 million Canadian SMBs, and the shift from traditional SaaS consumption toward tokenomics. He’s candid about needing more time to assess TD SYNNEX’s internal AI readiness, and he closes with a challenge to the Canadian channel: be “proud and loud” about what the ecosystem has accomplished. Read Full Transcript **Robert Dutt:** Hello and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor at ChannelBuzz.ca, and your host for the show. Today I’m joined by Chris Fabes, who’s just a couple of weeks into his new role as president of TD SYNNEX Canada. Now, TD SYNNEX is of course the largest technology distributor in the world, and the Canadian operation has been a fixture of this channel for decades. But this is a transition moment. Mitch Martin ran the Canadian business for more than 35 years, starting out with Merisel Canada, through the Synnex acquisition, the pandemic, mergers with Westcon, and finally the merger with Tech Data. He retired earlier this year and TD SYNNEX went outside the organization for his replacement. They found Chris Fabes at SHI International, where he was running the Canadian operation. Before SHI, he spent a decade at Lenovo Canada, where as the channel chief he tripled channel revenue to $1.2 billion in three years. And before that, he started his career at a reseller. So, he’s one of the very few people in the industry who’ve held senior leadership roles on the reseller side, the vendor side, and now the distributor side. A 360-degree view that I think is worth exploring. We talked about what he’s seeing in his first two weeks, what partners should expect from TD SYNNEX Canada under his leadership, the Quebec market, which he calls home, AI, program simplification, and why he thinks the Canadian channel ecosystem should be, in his words, “proud and loud.” Let’s get right into it. My chat with Chris Fabes. Chris, thanks for taking the time. I appreciate it. **Chris Fabes:** Thanks for having me. I also appreciate it. **Robert Dutt:** Pretty epic way to get the distributor side of things on your channel bingo card, having already done the reseller solution provider and vendor side. Congrats on the new gig and I guess in general, your thoughts on taking over the leadership of TD SYNNEX Canada at this moment. **Chris Fabes:** I appreciate that. And look, how could I not be excited? It’s an incredible opportunity. As you mentioned, I’ve been on the vendor side as well as the value-added reseller side, but distribution is definitely not new for me. I’ve been working with TD SYNNEX for many, many years in different capacities. So it’s exciting having known the organization, knowing a lot of the people, and just quickly being pulled into internal and external conversations about, “Hey, what can we go do to go big?” So it’s just really exciting and I couldn’t be happier. **Robert Dutt:** As we touch on there, you’ve had senior leadership roles reseller side, most recently SHI, the vendor side with Lenovo, and now you’re adding the distributor side—a perspective that not many people have at the senior level especially. How has seeing that ecosystem from all three of those sides changed what you think a distributor actually needs to do for partners? **Chris Fabes:** I think it gives me a perspective that is rather unique. I always like to look at what the market is asking of the channel ecosystem and for each of those components, where do we add value and how do we focus on the outcome that our customers, vendor partners, and the ultimate end user are looking for. I think we can all agree that while technology, the whole industry is an exciting place to be—and I think we’d be doing something different if we all wanted things to be simple—the pace of change and the pace of innovation is really exciting. I think with all of the growth and now complexities built into the ecosystem, distribution plays an even more pivotal role in being able to service the demand. That’s what’s really exciting looking at the future. **Robert Dutt:** At Lenovo, one of your signature achievements was tripling channel revenue to $1.2 billion over the course of three years. What was the thesis and the plan behind that growth in that time, and is any of that transferable to the distributor context where you’re one step further removed from the end customer? **Chris Fabes:** I think it absolutely is relevant and it aligns. It all starts with planning around what the expected demand is and making sure that the differentiation and the capabilities are aligned with that opportunity. Even answering your question from the Lenovo side of things, it was: where’s the appetite? Where are the routes to market? How do we pull the levers at the right times? How do we make sure that we’re talking to the customers, being the channel partners as well as the end customers, so that we can pivot as required? Looking at the distribution side of things, it’s really no different. In the Canadian market, it is really: where’s the spend coming from, who is touching those spend requirements, and how do we participate in a meaningful way where we’re adding value to the equation? **Robert Dutt:** You spent a decade at Lenovo on your way up, literally working your way up the organization. How does that kind of ground-level experience shape your leadership style and what are you looking for in the teams you’re building now? **Chris Fabes:** Great question. I’ve always looked at myself as being someone that respects people at all levels. I don’t see myself any different from anyone else in any organization. So I really seek to understand, look to build relationships, and listen first. I lead with trust, which I think allows you to operate with very low friction, allowing people to outperform at their best levels. I make sure that I celebrate success along the way, but also hold people accountable. It’s been fun being able to work for people and then have a flip-side relationship as I was able to grow into different leadership positions. Being humble and respectful of all those relationships has benefited me as I’ve moved into positions where the relationships, even if they might be different now, are very much respectful. I’m happy for them; they’re happy for me. We have a short memory when we want it to be short, but long when it matters. In this channel, being that it’s large yet very small at the same time, leaving those relationships better off has been an important part of the way I’ve looked at people. **Robert Dutt:** I asked you a little while ago your perspective on what you can bring from the vendor side to the distributor side of things. Sort of the same question, but coming at it from your more recent point of view from the reseller side at SHI. A massive reseller—what did your time there teach you about where distribution adds value, where it doesn’t, and what you wanted from distribution when you were in that seat? **Chris Fabes:** Sure. There were a lot of conversations. Most of my conversations at that point were internal around building strategy. I think we’ve touched on that quite a bit, but the other side was just talking with CIOs, CEOs, and VPs that were responsible for technology decisions. The technology decisions almost became the easy part. It was: Where can you help me around optimization? Where can you help me on cash flow? How can you do things that are lower friction? What happens when something might not be going perfectly? Is there an escalation path? So, process—that’s what I started to learn and be able to apply to that business. Again, I think having that lens of those customer expectations and understanding the flow down through the complete channel ecosystem allows me to look at distribution from a strategy and execution lens, combined with the ultimate goal of satisfying those that are ultimately deploying the technology—whether they be SMB, mid-market, enterprise, or large public sector. **Robert Dutt:** Mitch Martin ran this business for 35-plus years. That’s a pretty extraordinary tenure and he went through pretty wild changes in the industry and in the organization in particular. What do you see as the foundation that he left there? And what do you see, especially in your early days, as the biggest opportunities for fresh investment or new ideas? **Chris Fabes:** Respect the legacy. That’s first and foremost. In my first couple weeks of talking with the staff, what I recognize is there was a strong hand on the business. The foundation was strong, mature, and very well operated, but that doesn’t mean we still can’t look at areas of opportunity—the nuances, the incremental spend, and how we bring additional value. So I’ll be spending my time respecting the mature foundation and the expertise that already exists in the business, listening and having an open mind, but looking at that three-to-five-year future of where TD SYNNEX needs to be based on the market appetite. I want to underscore that in speaking to many people in my first days, it was so incredible to hear the tenures—10 years, 20 years, 30 years—and the passion that they’ve had as they’ve gone through their career with TD SYNNEX through multiple mergers and acquisitions. What they shared with me was just the trust and the love in the organization and the people. I consider myself very lucky to be taking that baton and moving forward with it. **Robert Dutt:** TD SYNNEX is the largest distributor in the world and the competitive landscape is shifting. You’ve got Ingram Micro as the other big traditional broadline folks, and you’re both redefining yourselves in your own ways. As always, there are specialists and newcomers. You’ve got cloud marketplaces. I guess I’m curious, where do you think from where you sit now that TD SYNNEX needs to differentiate itself most urgently to stand out in the current marketplace? **Chris Fabes:** We’re absolutely looking at how we maintain a position of leadership, and that comes down to understanding the market and understanding—and respecting—our competition. Those are going to be the conversations we’ll be having in terms of: How is the ecosystem changing? How is the appetite for technology changing? Are we in a position to meet the demand but also accelerate the demand? Obviously, there’ve been several tailwinds driving the appetite for various technologies, but there’ve also been headwinds where budgets have shifted in how the spend is being distributed. There’ll be that “tech talk” cycle of how we look at the opportunities and how we partner—and who we partner with—to make sure that we’re positioned to grow at scale but continue to take a leading position. **Robert Dutt:** The press release that announced your arrival at TD SYNNEX emphasized enterprise and public sector. Those are areas that you focused on at SHI. Is that a signal that that’s an area where we’re going to see TD SYNNEX push harder in Canada, or more reflective of your background in recent history? **Chris Fabes:** I don’t think we want to read too much into my background. There are no assumptions that I’ll take what I was doing and immediately deploy something like that in this new structure. But where I think there is an opportunity is looking at the buying flow of goods and where in the Canadian market we expect to see the need for services, partnerships, and guidance. There have been several announcements within Canada where there’s going to be increased spend in certain industries—defense is one. We can call that the broader public sector. We also continue to see from an ICT spend that security remains a high priority across the country, as well as the continued investment in readiness in the infrastructure stack. Ultimately, it’s what is driving that demand, and I will be looking at the segmentation and how we best support the customers and partners. **Robert Dutt:** TD SYNNEX’s operational heart—the offices of both legacies that have come together over the years—is typically in the western side of the GTA, and you’re out of Montreal. I’m curious how you’re thinking about the geographic balance of the Canadian business writ large, and with your presence in “La Belle Province,” is there an opportunity to lean harder into Quebec and the francophone market? **Chris Fabes:** Absolutely. The Quebec market is booming. It’s very attractive for us to continue to focus on the areas of growth. We will be taking a national approach, but it’s important that each market has its nuances and its differences. Yes, we have most of our team members within central Canada, on the west side of Toronto, but we’ll be looking at where the demand is. I’m lucky enough to be in Montreal and speak both official languages. I look forward to working with our Quebec partners and vendors to understand if there’re any areas of opportunity that we can help them address. It probably won’t hurt that I am local—born and raised here—and understand the market and the people. **Robert Dutt:** As we speak, you’re two weeks into the role. As this airs, it’ll probably be more like three—”grizzled veteran” territory, clearly. Can you tell me a little bit about what you’ve been focused on for that first fortnight in the role and what you’ve heard from the crew, from resellers, and from vendors? **Chris Fabes:** It’s been nothing but positive. If my wife was here, she would confirm the conversations that she’s overheard! I want this to be a very intentional and honest response. Whether it be the folks that I’ve worked with in the industry, the customers that we serve, or the staff I now have the opportunity to work with, it has been very positive. I was in the Mississauga office for the past few days. I intentionally spent multiple hours walking the floor, shaking hands with all of our people, and asking for feedback. My goal is for our vendor partners and customers to see the value we can bring scale when we understand their business. I personally will hold my team accountable to understand the business drivers of our partners and customers. I will personally make sure that I’m involved in those conversations and in that planning—the good and the bad—so that I have a pulse on what’s expected of us. It’s really about decisions being rooted in reality and relationships. **Robert Dutt:** Last month at ChannelNext Central, you talked about MSPs as “AI ambassadors” for a million or more Canadian SMBs. Now you’re running the biggest distributor in the country. How do you enable that? What’s the distributor’s role in making MSPs successful as AI adoption accelerates and especially SMB customers start looking for more on that front? **Chris Fabes:** Absolutely. There are going to be some additional opportunities to look at how we provide services to the broader MSP market and how we serve them in the infrastructure build-out. There’s also a real conversation around the FinOps change—whether it be consumption or traditional SaaS moving to tokenomics. I think we as a distributor have an opportunity to listen, adjust, and build supporting models that support their build-out. We already do have programs in place to be able to support the MSPs in Canada, so we’ll continue to engage through our partner-led events and continue to build out what that model looks like. **Robert Dutt:** Internally, we touched on AI with the last question. All the distributors are trying to build the business of the future around what AI will mean to the kind of data you can provide. I’m curious about your assessment of TD SYNNEX’s stature in that race at this moment and where you see the biggest opportunities for next steps. **Chris Fabes:** I would say, honestly, I need to spend more time understanding where TD SYNNEX is from an AI perspective. I say that with honesty because my message to the team is that I need to observe and understand the ins and outs of our business. But what I will say broadly is that the appetite for AI is absolutely there and it requires a lot of readiness. Each of our customers is at a different stage. We will meet you where you are, whether it is services readiness, policy, governance, and compliance where we can help at scale, or modernization around infrastructure. We will make sure that we are absolutely ready and take a leading position, because the opportunity is insatiable. Most critically, it’s: how do our partners and their customers use AI to increase their competitive edge and optimization? We’ll be right there beside them. **Robert Dutt:** Back to your Lenovo days, another one of your big projects was simplifying the channel program. “Deadpan Simple” was a phrase I think you liked to use at the time. Distribution programs tend to be on the complex side. I’m curious if you see a simplification opportunity for TD SYNNEX Canada? **Chris Fabes:** In the early feedback that I’ve already received, what customers focus on is the execution. While maybe there are a lot of moving parts, if we execute and communicate seamlessly, that’s the experience that our customers are getting. Is there an opportunity for me to go validate your statement? Absolutely, and I will. It will be a focus of how we make sure we’re bringing the right outcomes and operational excellence. I don’t have a future statement yet, but I’ll be looking at it over time. Our platforms and programs have to be best-in-class if we want to continue to take a leading position. **Robert Dutt:** You’ve been in this community for two decades. What do you see as the big differences between the Canadian channel ecosystem and the US? And what do American-headquartered companies get wrong or misunderstand about the Canadian market? **Chris Fabes:** Part of the reason why this was attractive for me is that there is a respected understanding of how the regions operate. Having leadership and teams that understand our market and our ecosystem was absolutely important. But at the same time, when you can centralize resources and apply the scale at a global level and then bring that to a market like Canada, that allows us to speak with our customers with a much bigger toolkit. I think there is a really interesting balance at TD SYNNEX between the centralized functions of a larger organization and the regional focus and ability to execute based on what the local market desires. **Robert Dutt:** So it sounds like it’s a matter of finding the right balance between the global playbook and local use. **Chris Fabes:** Absolutely. We can learn from anywhere in the world, whether it be at a technology level or a thought leadership level. I’m a big fan of best practices—some people would say “shamelessly borrow”—and you apply it to the market. There’s magic in being open-minded and collaborative but not losing sight of what’s expected locally. **Robert Dutt:** Wrapping it up, what can Canadian VARs, MSPs, and solution providers expect from yourself and from the team at TD SYNNEX going forward? **Chris Fabes:** Expect us to be collaborative. I really mean it. That is the way I operate and it’s what I’ll hold the team accountable for. A partner doesn’t tell the other partner how to do it without listening or understanding. We are going to win together. That is a commitment that I have to our team in Canada and to our customers and partners—that engagement and interest in growing in the right ways. **Robert Dutt:** And one last one, mostly just for fun. If you could wave the proverbial magic wand to change one thing about how the Canadian channel works today, what would it be? **Chris Fabes:** I would say the people and the execution—the level in which the Canadian market has, from time to time, outperformed other areas of the ecosystem. I think the Canadian ecosystem should be “proud and loud” in terms of the accomplishments that we’ve been able to achieve. I look forward to being part of that voice that we can further raise within the local community. **Robert Dutt:** All right, so just be louder and keep doing it better. Sounds great. Chris, good luck with the new role and I look forward to keeping track of things going on at TD SYNNEX. Thanks once again for taking the time to chat. **Chris Fabes:** Thanks, Rob. I enjoyed the conversation and look forward to connecting again soon. **Robert Dutt:** There you have it. Chris Fabes from TD SYNNEX Canada. I’d like to thank Chris for taking the time just two weeks into a new job to sit down and talk about where he’s been and where he thinks TD SYNNEX Canada is headed. Really appreciate his candour around AI. He basically says, “still learning where we’re at,” which is a lot more credible in week two than a rehearsed vision statement might have been. And I think his challenge to the Canadian channel to be “proud and loud” about what this ecosystem has built is worth thinking about. There are a few things I’m going to be watching for as he settles in. Whether TD SYNNEX makes a real push into Quebec now that they’ve got a bilingual Montreal-based president; what a program simplification effort might actually look like given his history of stripping complexity out of partner programs; and how he thinks about the distributor’s role in a world where more and more transactions are moving through non-traditional models like cloud marketplaces. If you enjoyed this episode, I’d really appreciate it if you followed or subscribed to the podcast wherever you get your podcasts. We’re at Apple Podcasts, Spotify, YouTube, and most of the major podcast directories. And if you have a moment to leave a rating or review, we appreciate it. Until next time, I’m Robert Dutt for ChannelBuzz.ca and I’ll see you in the channel.

Michał Dziwisz, Robert Rosiejka i Patryk Chojnacki wyjaśniają, jak zbudować serwer domowy i homelab, dobrać sprzęt i usługi oraz zadbać o bezpieczny dostęp zdalny i kopie zapasowe. Porównują również własny serwer z VPS-em, wskazując koszty, ograniczenia i pułapki obu rozwiązań. Audycja dostępna jest również w wygenerowanej automatycznie wersji tekstowej

Your leadership bench just doubled in size, so why does alignment feel harder to hold onto, not easier?Dianna Fioravanti is President of Kuehne+Nagel Canada, the first woman to hold the role, and author of Flip the Switch. Leading a matrix organization with 15 VPs across business units, she has seen firsthand how alignment breaks down as a leadership bench grows: priorities compete, messages get reinterpreted as they cascade through layers, and decisions slow because leaders wait for certainty or permission before acting instead of owning the call.In this episode, you'll learn:- What actually causes alignment to erode as your organization scales- Why explaining the "why" before you need execution is what keeps decisions from getting lost in translation- How to run pre-mortems that surface risk before it costs you real downtime (including how her team managed an unplanned strike)- How psychological safety changes whether your leaders hesitate or move without you- Why staying close to the front line keeps your decisions grounded in what's actually happening at each location.This is for you if your leadership bench has grown but alignment hasn't kept pace, if priorities get reinterpreted differently by the time they reach your locations, or if you've built a strong team on paper but execution still feels slower than it should.Listen now, and take the free Scorecard Diagnostic to find your specific leadership bottleneck: https://gpsleadership.org/scorecard/.Share this episode with another CEO whose leadership bench is outgrowing their alignment.

Fredrik och Jonas Hultén snackar Nix, Nixos, och devops. Nix är en pakethanterare som vill lösa alla beroendeproblem. Nixos är ett operativsystem byggt ovanpå, där man deklarerar vad man ha och får reproducerbarhet, återställbarhet, och en massa annat trevligt. Som uppvärmning berör vi bland annat fönsterhantering och lite lösa funderingar kring språkmodeller. Därefter rör vi oss mot Nix via förklaringar av Terraform/Opentofu och Ansible. När vi väl kommer in på Nixos kommer vi också tillbaka till den intressanta skarven mellan utvecklare och folk som har hand om system och var skarven mellan dem ska gå. Om jag inte vill ta hand om miljön min kod rullar i helt själv så måste jag kanske också acceptera att någon annan sköter om den - och att jag därmed inte kan gå in och göra handpåläggning här och där bara för att det är enklast för mig i stunden. Driver inställningarna kan det inte vara personen som satt upp miljöns problem. Nixos hjälper till att lyfta sådana problem. Har man behörighet så måste man bry sig, på gott och väldigt mycket ont. Mot slutet diskuterar vi drömmen om en deklarativ miljö för World of warcraft, balansen mellan renhet och pragmatism, och behörigheters fördelar och risker. Vill du verkligen ha tillgång till huvudnyckeln? 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 Jonas Andreas Ekeroot Jussi Björling Nix The windows of Siracusa county - fönsterhanteringssnacket börjar strax efter 1:29:43 Wine Openclaw XKCD om bra editor och riktiga programmerare Devops Terraform Ansible Hashicorp bytte licens på Terraform Opentofu Alpine Idempotens Fredrik blandar ihop Nix med Qubes Avhandlingen om Nix, av Eelco Dolstra med flera Allting är en fil Derivation i Nix-världen Monader Avsnitten med Ekeroot Monader är burritos Nix dokumentation Nix wiki GCC Libsodium Glibc Nixos Cowsay Nix packages Stöd Kodsnack på Ko-fi! Raspberry pi zero Lustration för Nixos - att installera från en annan Linuxdistribution nix store optimise Hard link Inode Wow - World of warcraft Skyrim Bonuslänk Practical Nix in production - video från Software should work 2026 Titlar Ett tankespår i taget En metod när vi pratar Båda lika urspårade Stacksemantik Jag abdikerade mitt minne Tid händer Hur man blir devops Ta i byggklustret med tång Full sphere-utvecklare Rak i ryggen och skriv bashskript Nytt förvaltarskap En persons doktorsavhandlng Ärovärd målsättning Allting är en fil Atomiska paket Inte längre i /lib Det kommer inte att störa något annat Deklarera hela mitt system i en fil Det kliar min hjärna på rätt sätt Min användare finns på alla maskiner Hur du våldar in Nixos To cleanse by fire Kung Nix Någon rostig VM Sjuttioelvatusen addons På tok för lätt att vara på tok för perfektionistisk Har jag access måste jag bry mig Studenters uppfattning om brandsäkerhet

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 25/07 a 31/07.

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 25/07 a 31/07.

Have you ever achieved everything you thought you wanted and still wondered if you're truly worthy of more?Despite the promotions, qualifications and years of experience, so many women leaders still struggle with one thing: believing they deserve success, support and investment in themselves.In this episode of The Lucy Gernon Show, I am joined by executive coach and former Executive Vice President, Katy McFee, to unpack why so many ambitious women hold themselves back, how self-worth impacts confidence and leadership, and why investing in yourself isn't selfish, it's one of the most important decisions you'll ever make.If you've ever questioned your value, played small to keep others comfortable, or put everyone else's needs ahead of your own, this episode is one you won't want to miss.

When a disruption hits a major shipping lane, consumers and markets often presume that if prices don't spike the next day, the danger has passed. But that calm is a dangerous illusion. This week, VP, Data & Analytics Data Cody Stack and VPs, Research Geraint John and Jenna Fink unpack why the most dangerous disruptions aren't always the high-profile consumer tech stories, but the quieter shocks to food, fertilizer, fuel, plastics, and packaging. They explore why standard risk playbooks consistently miss industrial raw material crises, how fixed seasonal windows in agriculture trap businesses on delayed timelines, and why resilience must shift from a reactive function to an embedded design capability across sourcing, planning, logistics, and product design.

Har du varit sugen på att göra mer med dina "smarta" prylar i hemmet? Har du undrat vad man egentligen har Home assistant till och hur man bäst sätter upp saker? Detta kan vara avsnittet för dig! Fredrik och Tobias sitter på uteplatsen och diskuterar Tobias äventyr med Home assistant. Ett visst mått av YAML har genererats. Tobias huvudmål var bättre automatisering och hantering av alla sina smarta lampor, och att äntligen få en bättre lösning för styrning av luftvärmepumpen när den ska kyla övervåningen under varma sommardagar. På vägen dit får vi en genomgång av praktisk hårdvara, lite lärdomar om standarder som Zigbee och Matter, och inte minst intressanta problem och finesser hos IKEAS smarta lampor. Det blir trettioåtta automationer, elva skript, fem scener, och en fin lösning på ett musikuppspelningsproblem. 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 Home assistant YAML - "human-readable data serialization language". Nåja Trådfri Kajplats Zigbee Home assistant green Z-wave Matter ZBT-2-antennen Philips hue Thread Border router i Thread Yamahas Musiccast-högtalare Renault 5 Stöd podden via Ko-fi! Home assistant community store - HACS Aqara - tillverkar en massa sensorer och grejer CEC Android TV Android remote ADB - Android debug bridge Aqaras närvarosensor - en av flera olika Titlar Ett sommarkodsnack Samma vibbar som sommarmelodin Ett löst avsnitt Sol, bad, och YAML Precis där fjärrkontrollen finns Sjutton olika appar I sina egna små silos En färdig låda Den som kontrollerar enheten Här är problem nummer två Det som hände i mitt hem Tänd och släck sex gånger Då öppnar den sin dejtingprofil Ett hemligt Zigbeeläge Allting som inte är IKEA Jag skriver YAML på jobbet 60% i hallen I plain svenska En knapp som jag trycker på när jag går och lägger mig Ett medelvärde mellan deras rum och mitt kontor Det bästa sättet att styra TV:n på Trettioåtta automationer Om du ska prata Zigbee

Well..It happenedIt finally happened!Creeping up closer to a Friday night and I didn't have a guest booked. Been waiting on the correspondence of several and nothing...nada...so instead of trying to force the action I decided to try something different.Back in 2023 when I dipped my toe into Patreon, I recorded some shows that have never been used outside of that platform...until now! I bring you a never-before-heard episode from the vault!In July 2023 Kelly, Leah and Mike from the Vancouver Paranormal Society joined in for a chat. This was going to be a quarterly segment until you know...life got in the way...but I feel it's a nice fit for this time of year...three years on. Also be sure to look back at the chat between myself, Kelly and Leah from last October. Here are some of the topics discussed in this one: - Breaking down authentic EVP's from actual VPS investigations- An homage to yet (another) X-Files classic episode- Joe Rogan roasting Robert Bigelow- An infamous Unsolved Mysteries episode where a British couple allegedly made up a residual haunting in their home for a reason you won't believe- An infamous Irish criminal case from 2021 where the suspect got cleared because of 'demonic interference'.Connect with the VPS here:https://www.vancouverparanormalsociety.net/Instagram:https://www.instagram.com/vancouver_paranormal_society/Join the Facebook Group:https://www.facebook.com/groups/vancouverparanormalsocietyThis episode was recorded before video episodes were available but you can watch this upload on Rumble here...and please excuse the lighting:https://rumble.com/user/UnexplainedincConnect with Unexplained Inc. here:https://www.unexplainedinc.com/

In this episode we talk about promotions. You want to reward your best people by promoting them to new roles, but when and how? How can you avoid the dangers of bad promotions?  We are here to help! In this episode we answer questions including:When should an individual contributor become a manager?How do you handle an employee that isn't growing with the business?What happens when two people vie for the same role?All of these questions were submitted by listeners just like you. You can submit questions for us to answer on our website TheStartupHelpdesk.com or on X/Twitter @thestartuphd - we'd love to hear from you!Your hosts:Sean Byrnes: General Partner, LucidFog www.lucidfog.comAsh Rust: Managing Partner, Sterling Road www.sterlingroad.comNic Meliones: Founder, Startup Coach https://meliones.substack.com/Reminder: this is not legal advice or investment advice.Q1: When should an individual contributor become a manager?"We have a great engineer who wants to become a manager. I don't think they'll be good at it or enjoy it, but we don't want to lose them. What can I do?"Promotions are bets on future performance, not rewards for past work. Wanting a great IC to keep producing is natural, but don't promote someone into a role you believe they'll fail at. Management is a different job, not a higher rung on the same ladder.Test the desire before you grant the title:Send them to a management training course. Five days of reports, emotion-management, and conflict-resolution role-play is a filter. It either kills the fantasy or proves they're serious. If they're serious, they'll learn the mechanics (1-on-1s, conflict resolution, the parts of the job nobody romanticizes) before they run a real team.Try a 50/50 split. Keep them contributing while they test-drive managing people. Low risk, high signal.Examine your own bias. Part of you wants the status quo: a great engineer shipping great work. But your job is also to serve their career. Ask what they actually want long-term. Often it isn't "manage people" – it's bigger scope, real decision-making authority, or more visibility. Answer that, and you frequently get more of what you want, too.Build a real IC path. Most people only chase management because they've been taught it's the only way forward. Show them ICs who've grown into the equivalent of VPs and the pressure to become a manager evaporates for the ones who never wanted it. Make being a senior IC as prestigious as being the boss.The trap: creatively forcing people into roles they don't fit. Architect real jobs that solve real company problems. Don't invent a "team lead" title for a team of one.Q2: How do you handle an employee that isn't growing with the business?"One of our earliest employees is great, but is quickly being left behind as the business grows. Their role is shrinking as the company grows. I'd hate to lose them — how can I help?"This happens at every fast-growing company. The job someone was hired for often doesn't exist six months later. Not everyone scales, and that's not a moral failing.Set expectations early and honestly, before it becomes a crisis. Tell the whole team, on a regular cadence: "The job you have today won't exist tomorrow. We'd love you to be first choice for the next one, but it's on you to show us." That conversation, held often, does more than any rescue attempt later.Invest, but keep a close eye on who is already pulling themselves forward. Coaching and training are worth trying. Importantly: people who scale are already training themselves, learning new skills, taking initiative. If you have to supply all the initiative to drag someone forward, it rarely works. You can only pull someone so far, and you shouldn't contort the whole org to meet one person where they are.Be honest that the odds are low. In most cases this ends with letting the person go. Give them a fair chance to find their place, but time is limited, and if they're not climbing this mountain, they're unlikely to climb the next one.The kindest move is often the exit. Help them find their next role. At a bigger company they may be iced out and miserable; as an early-stage specialist elsewhere, their zero-to-one strengths are a genuine asset.Watch where the pressure actually comes from. They may not feel it in the work, but they feel it interpersonally, early. The trigger is frequently the people underneath them: strong reports threatening to leave unless the blocker moves. That forces the hard conversation, and it's never comfortable to tell someone the team has outgrown them.Q3: What happens when two people vie for the same role?"I have two great salespeople who both want to become sales director. There's one opening, so I can promote one — but at the risk of losing the other. What should I do?"Don't assume your best AE becomes your best director. A great AE is a closer. A great sales director is a scaler: coaching, building process, designing the machine. Different job, different skill set. The percentage of great AEs who become great sales leaders is low. Hire (or promote) for the scaler.Retain both, explicitly. Tell each of them, independently, that you want to keep them. For whoever doesn't get the role, ask directly: "If it's not you this time, what do we need to do to keep you scaling with us?"Run a transparent process, and don't stall. Be open about how you're evaluating. Then decide. Moving slowly doesn't preserve the peace; it raises the odds you lose one of them.Don't let fear pick the winner. If you choose based on who might quit, you've handed the team control of the company. Promote the person you genuinely believe will do the job best. If the other leaves, that's unfortunate. You deal with it, the same way you do with engineers or anyone else.Create a second path so "director" isn't the only summit. Strategic account management, a senior IC track, uncapped commission – give a top closer a reason to keep closing instead of elbowing into a management seat they don't actually want. (Fast-growing teams often keep great salespeople selling by not capping commission.)Always be hiring. You may need to backfill at any moment. Plan for it before you're forced into it. And if you ever find an AE who's genuinely a great sales director, never let them go.---The through-line: Every one of these problems eases when there's more than one way to grow. Give people a real IC path and management stops being the only way to ascend. Set honest expectations early and "you're not scaling" stops being an ambush. Build a second summit and one open role stops threatening two great people. Promotions go wrong when the org offers exactly one ladder and everyone's forced to climb it whether it fits or not.

Do you keep doing brilliant work and getting warm reviews while the VP title goes to someone you outwork every single day? If you want to know how to get promoted from director to vice president, the answer is not working harder. It is becoming someone your senior leaders can already picture in that next chair.In this episode of the SisterSmart Leadership podcast, executive coach Jill Avey takes you inside one woman's year. The year she went from passed over to promoted. Hidden inside her story are the five things that actually separate directors from VPs. We call them the Big Five of Strategy®.You will learn why a promotion is a bet on your future rather than a prize for your past, what the feedback "be more strategic" actually means and how to let senior leaders watch you think so your best ideas stop staying locked inside your head.Jill also shares research from Yale, MIT and the University of Minnesota on 30,000 employees that reveals the real reason so many high performing women keep getting passed over for promotion.In this episode you will learn:Why being the most capable person on the team can keep you stuck at the director levelThe Big Five of Strategy® senior leaders look for when they fill a VP seat: grasp the present, shape the future, move the system, deliver the results and adapt to changeHow narrating your reasoning out loud changes how leaders rate your potentialWhy one gap in the five is enough to cost you a promotion cycle even when the other four are strongThree shifts you can make this week to become imaginable in the next chairChapters:

W dzisiejszym odcinku ruszamy w świat lokalnej sztucznej inteligencji, bo na tapet wjeżdża Hermes Agent! Zgłębiamy, jak zaprząc własne komputery – od zwykłego Maca po potężnego M5 Max lub serwery VPS – do automatyzacji absolutnie wszystkiego, od publikowania postów na … Czytaj dalej → The post 598: Hermes Agent – lokalna sztuczna inteligencja zamiast OpenClaw first appeared on Retro Rocket Network.

In episode #381, Ben Murray covers the latest 2026 tech CFO compensation benchmarks across base, bonus, equity, and severance. If you set finance comp or negotiate your own, guessing at the market rate is expensive in both directions. Underpay and you risk losing your best finance leader. Overpay and you burn cash you cannot spare. This episode gives you the median numbers and the revenue tier splits that decide what competitive actually looks like. Why the median CFO package of $285K base, $100K target bonus, and $1M equity is only a starting point, and why company revenue size changes the whole picture How median base pay climbs across revenue tiers, from roughly $240K under $10M up to $375K at $100M to $250M, a premium of about 50 percent The gap between target and realized bonus, with CFOs hitting about 87 percent attainment while VPs of Finance and FP&A land closer to 50 percent Why equity is where packages really split, at a $1M median for CFOs versus $200K at the VP of Finance level, a 5x difference Where severance protection shows up, at the CFO and VP of Finance level, and where it disappears at the director level Tune in, then grab the full report and interactive benchmarks from the show notes before your next comp conversation or board meeting. Resources Mentioned Blog post and report: 2026 CFO compensation summary: https://www.thesaascfo.com/cfo-and-vp-finance-compensation-base-bonus-and-equity-benchmarks/ Full 2026 CFO compensation report: https://www.benchmarkit.ai/2026-finance-executive-compensation

Fredrik och Kristoffer sågs på stan för ett snack om Gram, teoribyggande, och ganska mycket mer. Kristoffer jobbar på ett jätteprojekt när han inte har något annat för sig. Kommunikation är ett problem - när det tar massor av tid att förklara varför och hur någonting behöver göras, tid man också skulle kunna lägga på att få en del av dem gjorda. Problemen kanske också behöver mogna och utforskas innan det går att låta någon annan göra något åt dem på ett effektivt sätt. Spelar det någon roll hur mycket ett gränssnitt sticker ut eller passar in i nuvarande trender? Vad får uppmärksamhet och varför? Och varför får det inte fler konsekvenser att påstå saker vitt och brett? Man borde inte bygga verktyg som stödjer dåliga sätt att jobba på. Man borde hitta bättre sätt att jobba istället för att bygga bättre verktyg för att stödja dåliga arbetssätt. Eller? Branschen har fastnat i icke-optimala sätt att jobba. Vad vill Kristoffer göra med Gram och varför? Och vad vill han inte göra? Hur borde flikar fungera? Och hur borde bra git-stöd i en textredigerare se ut? Varför är långa listor i gränssnitt alltid svårt? Det och andra problem man borde lösa på ett bra sätt en gång, inte halvbra många gånger. Programmering som teoribyggande. Varför kan vi inte rita i våra IDE:er, eller på andra sätt fånga allt teoribyggande och alla antaganden som inte går att utläsa av koden? Gränsen mellan språkmodeller och deterministiska verktyg. AI-sök saboterar möjligheter att hitta vissa sorters nålar i höstacken. Kodgranskning och teoribyggande - borde man fokusera mer på teorin i sitt granskande? All teori som inte finns med i koden. Rust är lite för bra för Kristoffer. Men det finnas massor som skulle kunna bli bättre också. 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 Sommar-låten Hajk jj - git-ersättare Zed Patrik - vän av och gäst i podden Bug refinement - man vet att det är viktigt när förklaringen är femton sidor om man skulle skriva ut den! Mörk - Kristoffers markdownparser i Gleam Om jag haft mer tid hade jag skrivit ett kortare brev Gram Neovim Kai's power tools Bryce Kai's power goo - video Kai själv Jupyter notebook Magit Versionskontrollsystem där man skapade motsvarigheten till en commit först - innan man börjar göra ändringar - var nog just jj i ett avsnitt av Developer voices RAD debugger RAD game tools REPL - read-evaluate-print-loop Tailwind Immediate-mode GUI CSS GPUI - hårdvaruaccelererat UI-ramverk som driver Zed och Gram Gleam Commonmark Servo Nlnet - ger stöd till personer och organisationer som bidrar till ett öppet informationssamhälle Henna Virkkunen Computer science off course Programming as theory building Peter Naur BNF - Backus-Naur-form, eller Backusnormalform MS paint Stöd oss på Ko-fi! objc2 - Rust-låda med Objective-c-bindningar Newspeak Deltadb - Zeds nya lösning för versionskontroll Zig Tokio Garry Tan - VD för Y combinator och glad vibekodare Token ring Titlar Ett nytt utvecklingspass Den tekniska personen När vi har mer än tre användare Ticket-fokuserat sätt att arbeta Lär er använda git Jag borde bli bättre på git Alla borde bli bättre på git Atomerna för att bygga saker Ett sämre git Sortera sin kompost Välja precis rätt ord Gram power tools Metaboll Experimentgram Det är ju bara en texteditor En ny padda Immediate-mode CSS Tre tentakler Ni ser inte bra ut utifrån I ord förklara vad jag vill ha När man kan sin modell Vem är du att vara upprörd? Par-promptande Glorifierat undo En teori om hur man vill jobba Framtiden för programmering Min startup i Gleam Rust är för bra Nu sker det magi i bakgrunden Värdelös kunskap Professionell Rust Ett skal som ser ut att funka Mesh och b-post

AI Chat with Maxime Lamothe-Brassard and Chris Luft.A new segment on the podcast: AI news in cybersecurity that is less than 24 hours old, discussed while it is still hot. Joining Chris for these conversations is LimaCharlie founder and CEO Maxime Lamothe-Brassard.In this episode:• Nipun Gupta (founder of Optimus Labs) reports that xAI's Grok Build CLI packaged and uploaded an entire local Git repository — commit history, branches and .env files with API keys — to a Google Cloud bucket; wire-level analysis via mitmproxy, a quiet server-side fix, and why you should rotate keys if you used the tool.• Fortinet's take (via Mexico Business News) on AI accelerating vulnerability discovery and exploitation: 24–48 hours from disclosure to active exploitation vs. 16 days to patch — and whether "virtual patching" is a real mitigation or a feat of marketing.• The AI distillation debate: after years of arguing fair use for scraping the internet, frontier labs now object to competitors training on their model outputs — Business Insider's look at the irony, shared by Pascal Hetzscholdt (Wiley).• Neon Cyber's survey on shadow AI rising with seniority: 14% of individual contributors use unapproved AI tools vs. 63.7% of managers and 70% of VPs and above — and why enforcement, not awareness, is the real challenge.Stories covered:• / guptanipun_my-spare-laptop-ran-completely-... • https://mexicobusiness.news/cybersecu...• / pascal-hetzscholdt_quote-heres-some-delici... • https://neoncyber.com/blog/shadow-ai-...Chapters:0:00 Intro — welcome to AI Chat0:45 Grok Build CLI uploading entire repos (Nipun Gupta / Optimus Labs)4:57 AI is outpacing patch management — is virtual patching the answer?12:32 The AI distillation debate: scraping irony at the frontier labs16:29 Shadow AI use rises with seniority (Neon Cyber)22:51 Wrap-upThe Cybersecurity Defenders Podcast — a podcast about cybersecurity and the people that keep the internet safe. New episodes drop weekly.Subscribe wherever you listen:• Spotify: https://open.spotify.com/show/6ep00ze...• Apple Podcasts: https://podcasts.apple.com/us/podcast...• YouTube: / @limacharlieio

Fredrik snackar NES-programmering med Niklas Pettersson. Att bygga spel för en mer än 40 år gammal konsol är inte bara möjligt, det är smidigare än någonsin tack vare språk och verktyg som Nesfab och Mapfab. Det är till och med fullt möjligt att skaffa sig en fysisk kassett och en brännare och köra sin skapelse på ett riktigt NES precis som man gjorde förr! Niklas berättar om hårdvaran och alla dess roliga begränsningar, hur man ritar grafik och spelar ljud och hur Nesfab hjälper en med allting. Givetvis blir det också en del tips på bra spel, både nya och gamla, och såklart berörs det eviga problemet med att leva i PAL-bakvattnet. Det är fint med saker som verkligen utnyttjar viss hårdvara ordentligt. 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 Niklas Akta kurvan - Niklas demake på Github Kotlin React Åttabitarsnintendo - NES Nesfab - det nya språket Pubby - skaparen av Nesfab 6502-CPU:n Andra kretsar i NES NTSC PAL Mega man Micro mages - tyskt NES-spel från 2019 Bakomfilm om Micro mages Förstå NES ljudchip (video) Famitracker Stötta Kodsnack på Ko-fi Mapper 30-kassetten Köpa kassettbrännare, kassetter och annat Super Mario och Duck hunt-kassetten Fantasikonsoler Mesen - en väldigt korrekt emulator Mapfab Paintshop pro Inkscape GIMP Nesfab-discorden Demakes Donkey kong country 2 för NES Halo för NES Super meat boy I wanna be the guy Super tilt bro - Super smash bros för NES Awesome games done quick Nesdev Nesmaker studio Nesmakers Sunsoft Dendy - rysk klon av NES Little Sisyphus Batman: Return of the Joker - med Sunsofts episka bas Wizards & warriors 3 - otroligt intro Achtung, die Kurve! Bonusretrospeltips Lösningen - ett Gameboyspel om Palmemordet Titlar Spelutveckling till Nintendo åttabitars Jag har ju alltid spelat NES Kaninhål efter kaninhål Bara byggt för att göra NES-spel Plocka bort decimaltal 2 KB RAM Logiken går i samma takt som bilden Ingen häftig region Inte riktigt rätt timing 54 användbara 54 färger I de två kilobyten Åtta sprites per rad Sällan allt händer på en rad Jag gillar saker jag kan förstå NES-tokiga generellt När folk fortsätter i 40 år till

Fredrik snackar shaders med Mårten Rånge. Shaders är små program som skrivs i ett C-liknande språk (GLSL), körs direkt på grafikkort, och ritar grafik (eller skapar ljud) på ens skärm med ofta chockerande lite kod. Mårten ger en introduktion till shaders och vanliga tekniker och begrepp, och det blir mycket grafik, snabb respons, iterativ matematik och programmering med underbart korta återkopplingsloopar och fokus på resultatet. Hur påverkar shadertänk vardagsutvecklandet? Mårten tror att det kanske gett honom mer fokus på att faktiskt lösa problem. Skulle shaders - för rätt personer - kunna vara ett bra första programmeringsspråk? Mot slutet kommer vi också in på att bygga program för DOS och, inte minst, göra program som gör något häftigt och är så små det bara går. 300 bytes till exempel. Tänk så långt RAM skulle räcka om alla program låg i den storleksklassen … 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 Mårten Øredev SQL server COBOL Neo Shader art Shaders TIC-80 - stödjer fler språk än Lua, och har en Webassembly-host så att man kan skriva i vilket språk som helst som kan kompileras till Webassembly Shaders för musik Pestis - crazy på ett bra sätt kring matematik och musik Shadertoy Fragment shader eller pixel shader Vertex shader GLSL - shaderprogrammeringsspråk Kodelife - IDE för shaderprogrammering Posh brolly - annan sida för shaders Fragcoord - ännu fler shaders! Bonzomatic - används för livekodande av shaders Sinusfunktioner Babels bibliotek Ray marching Ray marching-exempel på en sfär på Shadertoy Ray tracing Normal Dot product - eller skalärprodukt på svenska Diffust ljus Distansfält Fraktaler 3D-fraktaler Mandelbulb Clean code Fabrice Neyret Stötta Kodsnack på Ko-fi! ICQ Kodsnack 705 - om signalprocessing och annat Scratch Pacman i Shadertoy Arkanoid Rasterlinjer Mårtens 4 kb-minröjarspel Sointu - ett musikprogram av "en galen finländare" DOS Dosbox Dosbox-X 256-bytes-spel Wake up! 16-bytes-demo i x86-assembler med Matrix-aktig kod och musik (video) COM-program PICO-8 Fantasikonsoll Lua Strudel DJ_Dave och Switch angel Bytebeat Synesthesia Mårtens adventbloggserie om shaders Adventbloggserie för 2025 Bonuslänkar från lyssnare Kolla in shader-livekodnings-tävlingarna på diverse demopartyn, exempelvis finalen från Revision 2024 DOS-like - På tal om låtsasmaskiner och DOS Distansfält implementerade för några 3d-former av Inigo Quilez Distansfält implementerade för några 2d-former av Inigo Quilez Titlar Øredev sade just nej till mig Det jag gör på kvällstid Min primära hobby Crazy på ett bra sätt Jättemycket flops Pixelkoordinat in, färg ut Någon funktion här och där Iterativ matematik Ändlösa rum Resultatet är målsättningen Fyra flyttal Tiden ändrar sig Rakt ut från sfären Riktningen i tre dimensioner Diffust ljus En punkt i rymden Annorlunda patterns Var kom bergen från? Jag hittade 30 bytes till Din shader är optimal Var kommer grafiken från? Det ser ut som magi Tillbaka till rötterna Pseudoslumptal För rätt tonåring Musik, grafik, och spel på fyra kilobyte 240 bytes mindre Det som är minst är bäst Inga abstraktioner att lära sig Hon kodar på scen Andra typer av uniformer

Why do some Australian websites load instantly while others lag? We unpack the real differences in web hosting - from LiteSpeed servers and uptime guarantees to the hidden costs of downtime and when to upgrade from shared to VPS hosting. Web Design and Hosting City: Clarkson Address: 1/39 Boranup Ave Website: https://webdesignandhosting.com.au Phone: +61874444888 Email: client.care@wdh.net.au

Join Marc-Antoine Lacroix, Co-founder and CEO of Pivot, for a crucial evaluation of the fatal design flaw stalling modern enterprise AI. Across the corporate landscape, millions are spent bolting generative chat wrappers onto outdated back-office databases, only for the applications to hallucinate, cross wires, and fail. Drawing from his time as CTO and CPO scaling the French fintech unicorn Qonto, Marc-Antoine realized that enterprise software fails when its data layer is broken. In this episode—following Pivot's massive $40M Series B funding round—we discuss why sequence matters infinitely more than speed, and why true agentic AI requires building a rock-solid, real-time system of record before writing a single prompt.

Executive Summary: Most women leaders know AI could accelerate their careers—but don't know where to start. Executive coach Sabrina Braham and author Barry O'Reilly reveal the Traits, Tasks, and Tools framework that eliminates AI paralysis, builds confidence in unfamiliar leadership roles, and helps women leaders AI career growth into bigger opportunities—starting this week. Quick Takeaways: 69% of women say AI has opened new career pathways—but only for those who start using it now (ANSR Women in Tech Report, 2026). The Traits, Tasks, Tools framework reveals how to match AI to the way you personally do your best work. Use AI to pressure-test your thinking—never to hand over your judgment. That distinction changes everything. Asking AI "What questions should I be asking as a VP?" instantly elevates your perspective without years of experience. The worst thing you can do in a time of AI uncertainty is nothing. You must be in it to learn it. You know you should be using AI. You've heard the urgency, seen the headlines, maybe even opened ChatGPT, stared at that blinking cursor—and quietly closed the tab. Here's what I want you to know: that moment of hesitation doesn't mean you're behind. It means you haven't yet found your entry point. I'm Sabrina Braham, executive leadership coach (MA, MFT, PCC) with 30+ years of experience, and host of the Women's Leadership Success Podcast—top 1.5% globally with over 950,000 downloads. I coach senior women leaders at Stanford, Ernst & Young, Autodesk, and across the tech industry. And one of the most common things I hear from directors, VPs, and C-suite executives right now is: "I don't know where to start with AI." New research backs this up: Chief and The Harris Poll surveyed 1,000+ senior women leaders in 2026 and found that while 85% are active players in their organization's AI strategy, the approach matters enormously. The leaders who get ahead aren't the ones who automate the most—they're the ones who build human capability alongside AI. And according to the ANSR Women in Tech Report 2026, 69% of women who do engage with AI report it opens entirely new career pathways in product strategy, transformation leadership, and AI governance. In this episode of the Women's Leadership Success Podcast, I welcome back Barry O'Reilly—author of Artificial Organizations: Build Better Judgment, Speed, and Results with Machine and Human Intelligence, keynote speaker at Gartner's CFO Conference, and one of the most sought-after AI leadership advisors in the world. Since our last conversation, Barry has been traveling globally—observing how leaders at every level are (and aren't) adapting to AI. His findings are equal parts sobering and energizing. This is Part 1 of a two-part series. Here, we focus on women leaders using AI for personal growth, confidence, and career advancement. In Part 2, we go deeper into how AI can transform your strategic thinking and decision-making as an executive leader. Why Women Leaders Are Paralyzed at the AI Starting Line After keynoting Gartner's CFO Conference and spending months in leadership rooms across North America, Barry reports seeing the same pattern everywhere: hesitation. "People don't really know where to start," he says. "They constantly hear about new tools arriving in the market. They hear that everything they were meant to do last week is no longer the right thing to do this week. And it all leads to hesitation—which, counterintuitively, is the worst possible response." I know this directly from my coaching practice. I've spoken with women leaders who are brilliant, accomplished, and deeply capable—who are also avoiding AI entirely because they don't know what to do first. And I understand it, because I was there too. When I first started exploring AI, I treated it as if it were smarter than me—as if whatever it said must be right. That mindset kept me small. What changed? Doing the exercises in Barry's book. Going through them shifted me from intimidated observer to active director. Now, AI is my servant—I correct it, challenge it, redirect it. My creative and analytical output has genuinely expanded as a result. "Counterintuitively, the worst thing you can do when there's uncertainty is do nothing. Because you don't learn anything." — Barry O'Reilly This matters especially for women in tech, where the stakes are already high. The ANSR 2026 report found that despite women producing 43% of the world's female STEM graduates, only 14% hold C-suite seats. The gap isn't pipeline—it's systems. AI fluency is rapidly becoming one of those systemic differentiators. The women who build it now will have compounding advantage; those who wait will face a steeper climb. My Leading Before You're Ready playbook is built on exactly this truth: you don't wait to feel fully prepared. You use every available tool—coaching, community, AI—to think and show up at the level you're stepping into. The Traits, Tasks, and Tools Framework: The Smarter Way to Start with AI Most people approach AI for women leaders career growth backwards. They hear about a tool, jump into it, hunt for something useful to do, get mediocre results, and conclude AI isn't for them. Barry's Traits, Tasks, and Tools framework—one of the most referenced frameworks in Artificial Organizations—completely resequences this. The problem: "Most people with this technology just jump straight into the tool. They try to figure out a task to use it for. And only if ever do they ask themselves how they actually do their best work." That backwards approach locks you into the tool's opinions about how work should be done—which may have nothing to do with how you create your best thinking. Trait-First: Start With How YOU Do Your Best Work Before you open any AI tool, answer honestly: When do I do my best thinking? Are you a talker? Your best ideas emerge in conversation and dialogue. Are you a writer? You process and synthesize by putting things on paper. Are you a visual thinker? You need diagrams, maps, and frameworks to see clearly. Do you need solitude and quiet to generate insight, or energy and people? Barry's personal discovery here is instructive. Dyslexic and self-described as a D-student in English literature, he'd spent years trying to write like he imagined writers wrote—sitting quietly, composing prose. "I drank a lot of wine and sat by a lot of fires, but I didn't create much content." Once he recognized that his natural trait was talking, everything changed. He hired a journalist to interview him conversationally, used transcription to capture the output, and went from blank pages to 10,000 words of book content in roughly three hours. That's not a productivity hack. That's a trait-matched workflow—and it's what women leaders using AI for career growth need to build for themselves. Task-Next: Where Does Your Leadership Create the Most Value? Once you know your traits, identify the tasks where you create outsized value. Not the email and calendar management—the strategic work that shapes your team, your organization, and your career trajectory. This might be: Synthesizing complex information into clear executive recommendations Preparing for high-stakes meetings and presentations Developing your team's thinking and capability Building strategic scenarios and options for decision-making Crafting your executive narrative for visibility and advancement Tool-Last: Find What Matches Both Your Traits and Your Tasks Only now do you select tools. Barry matched his "talker" trait and "content creation" task to meeting co-pilots and transcription tools. For women leaders with different trait profiles: If you're a talker preparing for board presentations: Use voice-to-text capture combined with a generative AI to structure and refine your speaking points. Tools like Otter.ai for capture and Claude or ChatGPT for synthesis are a natural combination. If you're a writer preparing strategic memos: Use AI as a sophisticated thinking partner—share your draft, ask it to steelman the opposing view, and challenge every assumption. If you're a visual thinker: Use AI to generate frameworks and then render them in tools like Miro or Canva. Ask AI to "map this decision as a 2x2 matrix" and then build on what it generates. How AI Builds Leadership Confidence in Unfamiliar Territory This is the angle I brought to this conversation that Barry told me he'd never considered—and it's at the heart of what I see women leaders needing most right now. A director gets promoted to VP. A leader's company downsizes and she inherits three departments overnight. A high-potential executive gets tapped for a stretch role she doesn't feel prepared for. These are the moments when imposter syndrome spikes, when visibility feels risky, when the gap between who you are today and who the role requires feels widest. I asked Barry: "How can women leaders use AI to build their confidence in these transitions?" Here's how he frames the three levels of AI impact: Level 1 – Productivity: You bolt AI onto your existing workflow. Emails are faster, documents generate quicker. Real but modest—5 to 10% improvement. Level 2 – Performance: You use AI to pressure-test your thinking and challenge your mindset before high-stakes situations. Your judgment improves, and better decisions follow. Level 3 – Executive Presence: AI offloads cognitive load by capturing conversations, tracking decisions, and surfacing context. You arrive at every meeting calm, prepared, and fully present. This is where careers accelerate—and where women leaders using AI for career growth unlock the biggest competitive advantage. My own experience makes this concrete. I started using AI to help reorganize a storage shed—asking it to help me think through what goes where, what organization system would work best. After three days of working on it together, AI said to me: "You're getting better at this." And the following week, when I had a larger project,...

Join Garth Coleman, CEO of Canvas Envision, for a pragmatic look at the next massive battleground in enterprise technology: Vertical AI. For the past few years, the tech sector has been fixated on generalized LLMs capable of writing poems or summarizing emails. Yet, these horizontal models remain completely blind to the specialized data sets, rigid compliance demands, and intricate 3D spatial models that govern heavy industry. Drawing from an elite two-decade trajectory at global product lifecycle titan Dassault Systèmes, Garth explains why the multi-trillion-dollar manufacturing sector cannot be optimized by a generic chat prompt—and how embedding AI directly into specialized engineering pipelines is the only way to solve the industrial workforce's greatest knowledge crisis.

Fredrik snackar med Patrik Svensson om Spectre.tui och att dyka ner i saker för att man är intresserad av dem. Patrik berättar om vad Spectre.tui är och hur det kom till, tack vare en lucka mellan uppdrag. På vägen får vi lite koll på hur man ritar i terminaler, vad som är gemensamt med Spectre.console, och varför teckenbredd i Unicode är ett kaninhål. Borde inte alla få möjligheten att bara göra vad de vill då och då? Alla måste inte sträva mot att använda maximalt av universums energi, och de som gör det behöver verkligen inte all den uppmärksamhet och alla de resurser de får. Vi får också en uppdatering av hur det går med Opencli och projektmodellen det använder för att hantera drive by-åsikter och undvika att Patrik blir en flaskhals. 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 Patrik Alla avsnitt med Patrik TUI - terminal-UI Ratatui Charm Bubbletea Elm Retained mode Swiftui Immediate mode Imgui Egui för Rust Spectre.tui Dubbelbuffring DEC VT100 ECMA 48 - kontrollfunktioner för kodade teckenuppsättningar SGR-sekvenser OSC - operating system command Kitty Opengl wcwidth - linuxprogram som räknar ut teckenbredd som Patrik portattill dotnet Mörk - Kristoffers markdownparser i Gleam Curses terminfo VT-sekvenser (ANSI- eller VT-sekvenser) Spectre.console Basinkomst Irlands basinkomst för konstnärer Statlig inkomstgaranti för konstnärer Freddie Wadling Econtalk Adam Smith More everything forever Peter Thiel Artikel som diskuterar att språkmodeller kollapsar om de tränas på genererad data Opencli Mitchell Hashimoto Ghostty Hashicorp Openapi-standarden Titlar Alledeles nyss Mindre och mindre för varje enhet Mitt svpeskäl En kreativ period Mellan uppdrag En kontroll om dagen Jag vet inte alls vad jag ska bygga Allting är stateful Min kvällslektyr Vad stödjer min terminal? Alla borde vara lite arbetslösa någon gång under sitt liv Sju Mozart just nu Sätta dit individen Bryta ner universum och asfaltera det Mer konst Betala av lånet på mitt hus Matematiskt går det inte Jag har blivit en flaskhals En turingkomplett spec Alla har sig som undantag, utan undantag

What happens when product leaders stop talking about AI theory and start sharing what's actually working?In this special Product Rebels episode, Vidya Dinamani and Heather Samarin unpack insights from four AI roundtables with CPOs, VPs, and product leaders. They explore AI slop, ROI challenges, role anxiety, rapid prototyping, and why judgment, customer insight, and product fundamentals matter more than ever in an AI-driven world. The future of product management may be changing, but its core purpose remains the same.

As coding becomes democratized, who actually owns AI implementation: operations or IT? The answer isn't either/or. This week, VPs, Research & Advisory Lauren Acoba and Kelly Coutinho, and Senior Research Analyst Jalen Thibou, tackle the difference between vibe coding prototypes and running production-scale code across geographies with proper security. They expose the hidden language barrier causing pilots to falter, reveal the specific ownership boundaries needed to scale, and explain why both roles are expanding – not competing – in ways most leaders haven't considered.

Fredrik snackar med Philip Alm om hur språkmodeller förändrar arbetssätt. Philip är grundare och CTO på Incredible, där man bygger en röststyrd AI som låter dig visa och berätta vad du vill och sedan får det gjort på din egen maskin. Givetvis låter man modeller skriva koden, och Philip berättar om hur de tog steget dit. I början blev det ju jättedåligt, men vad hände sedan? Stegen framåt var fokus på att förbättra processen, snarare än koden. Philip berättar också om hur de provat specialiserade modeller på olika sätt, men att de inte känns användbara nog för att de generella är så bra. Kanske såpass bra att det inte gör något om utvecklingen skulle stanna av. Vi diskuterar också att hantera kodbasen när man inte skriver kod - slänga bort och generera om har sina fördelar - och hur alla verkar bygga samma krabba just nu,. Hur ändrar man sitt arbetssätt när det gäller vad man bygger och hur när man kan implementera och släppa saker snabbare än någonsin? Mer eftertanke och mer diskussion med användarna! Att sätta sig med Agda, 53, och få se och höra hur hon faktiskt jobbar till vardags, det är något värt att lägga mycket mer tid på. 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 Philip Incredible GPT Fortnox Science park i Jönköping Harness - hur språkmodeller tillåts interagera med omvärlden Stöd oss på Ko-fi! Continued pretraining Fine-tuning Mercor - anställer experter för att mata in bättre data i modeller Världsmodeller Elixir Openclaw Linear Titlar En av de djupare tekniknördarna Inskjutsad i affärsvärlden Strax innan GPT-eran GPT-eran Kalla det för vad det är Min dos av byggandet Traditionell AI Spotify-enkelt Börja sluta titta på koden Extrem unlock Tusen av mina offerter Någonting som kan lösa alla problem Bara visa vad du gör Bortom chattrutan Tusentals mikroinnovationer Vardagstickets Agda, 53

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.

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.”

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

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

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.

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

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

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.