Podcasts about VPS

Play Episode Listen Later Sep 13, 2026 94:30

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 05/09 a 11/09.

Ex-pesquisador da Anthropic alerta; Documentário do VS Code; Agente de IA pessoal da Meta; Shopify adquire Tailwind; CEO do WordPress afastado [Compilado #262]

Play Episode Listen Later Sep 13, 2026 94:30

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 05/09 a 11/09.

The Hidden Job Nobody Applies For That Pays $300K+

Dropping Bombs

Play Episode Listen Later Sep 11, 2026 61:16

This episode was sponsored by Cardiff & Executive Career Upgrades LightSpeed VT: https://www.lightspeedvt.com/ Dropping Bombs Podcast: https://www.droppingbombs.com/ Today's Dropping Bombs episode features Tim Madden, the Army veteran turned "reverse headhunter" who almost took a $12-an-hour job after leaving the military — and instead built Executive Career Upgrades into an Inc. 5000 company helping directors, VPs, and C-suite execs land six-figure roles. Tim breaks down the documented hiring process most companies never write down, why "hire slow, fire fast" beats every gut-feel decision, and the negotiation tricks that add six figures to a client's offer. Plus, a hiring story of his own gone wrong takes an unexpected turn. Whether you're chasing your next executive seat or trying to fill one, this episode is the playbook. Don't make your next move blind.

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Kodsnack 719 - Friprogramvaruaktivist, med Leif-Jöran Olsson

Der KI-Unternehmer - Strategien zum Erfolg

Play Episode Listen Later Sep 8, 2026 58:24

Fredrik och Leif-Jöran Olsson snackar fri programvara, Friprogramvarusyndikatet, och en hel del om Jolla och Sailfish. Friprogramvarusyndikatet hostar tjänster med öppen mjukvara, frigör mjukvara, säljer prylar i sin webbutik, utvecklar standarder, och sponsrar öppna projekt med pengar när resurser finns. Hela poängen är att det behövs öppen mjukvara som är fri från övervakning, centralstyrning, och storbolags intressen av att krama maximalt med pengar ur allt. Därför ägnar sig Friprogramvarusyndikatet åt såväl att skriva kod som att hjälpa till att upprätthålla GPL i rätten när det behövs. Och som om inte det vore nog är man del i en mängd andra organisationer och projekt. Leif-Jöran berättar till exempel om FSCONS och hållbart hållande i konferenser (se till att ha fler personer indragna!). I avsnittets andra halva pratar vi mycket om och kring det finska företaget och telefonen Jolla och dess operativsystem Sailfish - alltmer öppna projekt sprungna ur Nokias ruiner. Fredrik väntade fortfarande på sin Jolla när avsnittet spelades in men har sedan dess fått den. Hur kan man inte vara sugen på en telefon som har en terminal och låter en installera vad man vill? 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 Leif-Jöran Språkteknologi Friprogramvarusyndikatet FSCONS FSCONS 2007 (just nu trasig länk) Solidaritetsrörelser Serengeti-nätverket Serengeti - området i Tanzania och Kenya Omställningsmaskinen FOSS-North Open broadcasting software - OBS FOSDEM Johan Thelin Wikimedia Sverige IT-högskolan Lindholmen Humanisten Kodsnack 690 - avsnittet med stackbaserad programmering, RPL och miniräknarprogrammering HP-27S HP-48SX GNU GNU Savannah Fribok Collabora Liberoffice Existdb Nextcloud Wordpress Sailfishos GPL Peertube Friprogramvarusyndikatets Peertube-instans Jolla phone day 1 Jollatelefonen Jolla Mind - AI-lådan Subed - redigera undertexter i Emacs Whisper N800 Nokia 6210 GTK Debian Meego RPM QT Prolog Lisp Common lisp RPL Metro Cool days i Hamburg - där Leif-Jöran höll presentation om att porta Collabora till Sailfish Chum Open build service Stöd Kodsnack på Ko-fi! Maemo Storeman Mer Fbreader - läsare för e-böcker Resrobot Fahrplan - app för kollektivtrafik Fri och öppen e-legitimation Fripost fellowship.se (inte uppe i skrivande stund) Commodoretelefonen som också kör Sailfish Fairphone Telefoner som stödjer Sailfish Fairphone stödjer flera operativsystem Ifixits nedmontering av Jolla Sonys open devices-program Mediatek 7100 Friprogramvarusyndikatets webbutik Inkscape Titlar Det kan jag svara på Friprogramvaruaktivist Från de hälsingska skogarna Ett socialt bolag Omställningsmaskinen Den tolfte konferensen som vi ställde in Vad är X? Inte prata på sin egen konferens Sund som grund Fri programvara, fri kultur, och fritt samhälle Fyra nyanser av grått En kamp mellan olika djur Täcka det administrativa behovet En omställningsmaskin Emacs-lillfinger Prolog på gymnasiet Lisp på nittiotalet Det ställer till det på alla sätt Köp gärna storpack

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#560 — KI-Qualität im Tiefgang: Praktikant vs. Experte – der echte Test

Play Episode Listen Later Sep 7, 2026 3:35

KI-Qualität im Tiefgang: Praktikant vs. Experte – der echte Test Woran erkennst du, ob ein KI-Tool wirklich taugt? Nicht an Einzelfragen – sondern daran, wie es sich schlägt, wenn ein echter Arbeitskontext entsteht. TJ schildert zwei gescheiterte Setups mit Perplexity und wie Claude dasselbe Problem in fünf Minuten gelöst hat. Warum der Unterschied zwischen KI-Modellen erst im Tiefgang sichtbar wird – und was du daraus für deinen Workflow mitnehmen kannst. Die Oberfläche lügt – warum KI-Qualität sich versteckt Viele KI-Tools wirken auf den ersten Blick ähnlich leistungsfähig. Einzelne Fragen beantworten sie sauber, die Antworten klingen kompetent, das Interface ist flüssig. Der echte Unterschied zeigt sich erst, wenn du tiefer gehst: wenn aus einer Frage ein Dialog wird, wenn Zwischenergebnisse zurückgeliefert, bewertet und weiterverarbeitet werden müssen. Genau das ist der Moment, in dem manche Tools schlicht aufhören zu funktionieren – und du es ohne direkten Vergleich oft gar nicht merkst. TJ beschreibt diesen Punkt treffend: „Qualitätsunterschiede, die kannst du an der Oberfläche nicht erkennen." Slack-Einführung abgebrochen: wenn das Kontextfenster nicht reicht TJ wollte die Slack-Einführung in seinem Unternehmen mit Perplexity aufsetzen – und musste mittendrin abbrechen. Das Modell halluzinierte, lieferte mit „geschwellter Brust" Anweisungen, die inhaltlich weit vom Ziel entfernt waren. Der Grund: Das Kontextfenster reichte schlicht nicht aus. Je länger das Gespräch wurde, desto mehr verlor Perplexity den Faden. Was zu Beginn funktionierte, kippte in dem Moment, in dem der Arbeitskontext komplexer wurde. Ein klassisches Beispiel dafür, dass Einzelfragen kein verlässlicher Maßstab für die Leistungsfähigkeit eines Modells sind. VPS-Installation: Trial and Error statt strukturierter Lösung Der zweite Test war technisch anspruchsvoller: TJ versuchte, Mirofish auf einem VPS mit angebundenem Ollama zu installieren – eine mehrstufige Aufgabe mit Abhängigkeiten, Rückmeldeschleifen und echten Systemzugängen. Perplexity lieferte Trial and Error. Probier das, schau mal, probier das nochmal. Kein strukturiertes Vorgehen, kein klarer Plan. Das kostete Zeit – und Nerven. Der Wechsel kam nicht aus Ungeduld, sondern aus Vernunft: Wenn ein Tool nach mehreren Schleifen nicht weiterkommt, ist der sauberste Zug, den Kontext geordnet zu übergeben und neu anzusetzen. Fünf Minuten mit Claude: strukturiert, ergebnisorientiert, gelöst TJ übergab Claude den Kontext mit einem klaren Briefing: „Ich bin hier mit Perplexity dran, der kriegt's nicht auf die Reihe – guck mal drauf, verschaff dir ein Bild, dann lösen wir das." Claude bekam die nötigen Zugänge, analysierte die Situation und arbeitete sich in klar definierten Schritten vor: „Mach das, liefer mir das Ergebnis zurück. Mach das, liefer das Ergebnis zurück." Dieser Rhythmus aus Anweisung, Rückmeldung und nächstem Schritt ist der entscheidende Unterschied. Nach fünf Minuten war das gesamte Thema gelöst. Der Vergleich, den TJ zieht, trifft es gut: Perplexity war der Praktikant, Claude der Experte, den man dazuholt, wenn es drauf ankommt. Fazit: Teste KI-Tools dort, wo es wirklich schwierig wird Der wichtigste Punkt dieser Episode ist kein Produktvergleich – es ist eine Methode. Teste KI nicht mit Einstiegsfragen, sondern mit echtem Arbeitskontext. Geh tief, lass das Tool in Schleifen arbeiten, fordere Zwischenergebnisse zurück. Erst dort wird sichtbar, ob ein Modell wirklich strukturiert denkt oder nur gut klingt. Und wenn ein Tool nicht weiterkommt: kein stundenloses Trial and Error, sondern Kontext sauber zusammenfassen und ein anderes Modell neu ansetzen lassen. Das ist keine Schwäche – das ist effizienter Umgang mit den Werkzeugen, die dir zur Verfügung stehen. Das nimmst du mit: • Perplexity verliert bei längeren, mehrstufigen Aufgaben den Kontext und halluziniert – selbst mit Max-Account und Opus 4. • KI-Qualität ist an der Oberfläche kaum erkennbar: Der echte Unterschied zeigt sich erst, wenn du wirklich tief in ein Problem gehst. • Wenn ein Tool nicht weiterkommt, lohnt es sich, den Kontext sauber zu übergeben und mit einem anderen Modell neu anzusetzen – statt stundenlang Trial and Error zu betreiben. • Die Fähigkeit, strukturiert Teilaufgaben abzuarbeiten und Ergebnisse zurückzufordern, trennt brauchbare KI-Assistenten von teuren Zeitfressern. • Teste KI-Tools nicht mit Einstiegsfragen, sondern mit echtem Arbeitskontext – erst dort wird sichtbar, ob ein Modell wirklich taugt. Kapitel: 00:00 Hook: Praktikant vs. Top-Experte 00:12 Perplexity verliert den Kontext bei der Slack-Einführung 00:28 VPS-Installation: Trial and Error mit Perplexity 00:48 Wechsel zu Claude: strukturiertes Vorgehen, Problem gelöst 01:30 Fazit: Qualitätsunterschiede zeigen sich erst im Tiefgang Noch mehr von den Koertings ... Das KI-Café ... jede Woche Mittwoch (>350 Teilnehmer) von 8:30 bis 10:00 Uhr ... online via Zoom .. kostenlos und nicht umsonst Jede Woche Mittwoch um 8:30 Uhr öffnet das KI-Café seine Online-Pforten ... wir lösen KI-Anwendungsfälle live auf der Bühne ... moderieren Expertenpanel zu speziellen Themen (bspw. KI im Recruiting ... KI in der Qualitätssicherung ... KI im Projektmanagement ... und vieles mehr) ... ordnen die neuen Entwicklungen in der KI-Welt ein und geben einen Ausblick ... und laden Experten ein für spezielle Themen ... und gehen auch mal in die Tiefe und durchdringen bestimmte Bereiche ganz konkret ... alles für dein Weiterkommen. 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Mitglieder erhalten exklusive monatliche KI-Updates, Experten-Interviews, Vorträge des KI-Speaker-Slams, KI-Café-Aufzeichnungen und einen 3-stündigen ChatGPT-Kurs. Tausche dich mit über 4.000 KI-Enthusiasten aus, stelle Fragen und starte durch. Initiiert von Torsten & Birgit Koerting, bietet die KI-Lounge Orientierung und Inspiration für den Einstieg in die KI-Revolution. Hier findet der Austausch statt ... www.koerting-institute.com/ki-lounge/ Starte mit uns in die 1:1 Zusammenarbeit Wenn du direkt mit uns arbeiten und KI in deinem Business integrieren möchtest, buche dir einen Termin für ein persönliches Gespräch. Gemeinsam finden wir Antworten auf deine Fragen und finden heraus, wie wir dich unterstützen können. Klicke hier, um einen Termin zu buchen und deine Fragen zu klären. Buche dir jetzt deinen Termin mit uns ... www.koerting-institute.com/termin/ Weitere Impulse im Netflix Stil ... 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364: Offer LLM-Digestible Messages with Parry Headrick

Management Blueprint

Play Episode Listen Later Sep 4, 2026 29:31

Parry Headrick, Founder of Crackle PR, is helping B2B technology companies offer LLM-digestible messages through earned media, human-centered writing, and strategic communication. Driven by the belief that where people start does not determine where they finish, Parry has built an empathetic, senior-led agency that works exclusively with good companies and empowers its people to share their expertise openly. In this conversation, Parry introduces The LinkedIn Cheat-code Framework: Post every day, Tap into news stories, Weave in audience impact, and No-CTA. He explains how consistently sharing valuable ideas and expecting nothing in return helped him build an audience, generate most of his leads through LinkedIn, and shorten the sales cycle from three months to one week. Parry also discusses how LinkedIn thought leadership creates a virtuous cycle of earned media and LLM citations, why websites and PR content must be readable by both humans and machines, and how a senior-led agency can scale without sacrificing quality. He also shares why human writers will become more valuable as AI-generated content creates a growing sea of sameness. — Offer LLM-Digestible Messages with Parry Headrick Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and my guest today is Parry Headrick, the Founder of Crackle PR, a B2B tech public relations agency that works with good companies only. Crackle PR is a senior-led B2B tech PR agency built for the LLM era, where earned media is no longer just a brand builder, it is the vital infrastructure that feeds foundation models. Parry, welcome to the show. It’s a pleasure to be here. Thanks for having me. Well, it’s great to have you, and you are all about LLMs and how to get through the AI filters, which is relevant for all of us. But before we jump in, I’d like to ask you my $64,000 question. What is your personal Why, and how are you manifesting it in Crackle PR? Yeah, that’s a good question. And I haven’t really been asked that question in that way before, but if I had to nail the answer, it would be this. So I started out with humble beginnings. My family didn’t have any money really to speak of. We wore secondhand clothes. It was the typical scratching and clawing our way up story. And I had a difficult childhood with divorces and everything, and I ended up getting kicked out of high school. Seventh grade was the last grade I actually completed. I was kicked out of two different schools three different times. And the last time I was dismissed, I was told by the principal that I would have a long life working at McDonald’s. It was a real dagger that he put in my heart as he showed me the door. And I just thought at that point that didn’t seem like something that someone in power should say to someone who had none. And that kind of informed everything that I’ve done since, including being a reporter where I covered stories trying to afflict the comfortable and comfort the afflicted, all the way into how I’ve tried to create an agency that is predicated on doing it with empathy. And we have an ironclad no-assh*les policy. I hope you don’t mind the swear there. That means internally and externally. We won’t work for jerks, and we won’t tolerate brilliant jerks that work with us because that tends to be very cancerous for an organization. So that’s the Why, is where you start doesn't really dictate where you finish, and I'm determined to prove that that's the case.Share on X Yeah. I love it. And that’s one of the benefits of being in business for yourself. You can select your own clients. You don’t have to accept the ones that you don’t like. But few people actually put a stake in the ground and actually declare it, right? It’s harder to do it than to just make some compromises. Yeah. So tell me about Crackle PR. I really like the name of Crackle PR. I kind of sense what it might mean, but why don’t you explain how you came up with this? Well, good question. I like these layups you’re giving me here. So I started Crackle during the pandemic, actually, when most of us were staring at the walls of our home thinking, “What the heck is going on?” There were riots in the streets. People couldn’t go anywhere, and it was really this sort of just dark malaise that covered the world. And it was that time that I thought, “What if I were to start a PR agency that is the antithesis of the large ones that I had built?” So prior to Crackle, I had built a couple of the largest privately held tech PR agencies in North America. The models at these large agencies, as you probably know, are very hierarchical, where you trot out the Parrys of the world and the VPs, and then the model demands that you have most of the work done by juniors because that’s how you make the money. And I thought, what if we just, instead of trying to get big at all costs, what if we instead had a very prescriptive model where, instead of paying for offices in Manhattan and San Francisco, what if we just put that money into our talent and had a senior team that did the work, and we didn’t have a whole bunch of overhead? Wouldn’t that be cool? And what if we also, as I just mentioned, don’t work with any jerks, and we work just with companies that are good people doing good stuff? And that was the true north for the company to start. And so we’ve been very fortunate in the intervening years. We now have 15 full-time employees, another five consultants. We’re hiring prescriptively and slowly. We don’t want to grow for the sake of growth. And we have clients all the way from seed rounds of funding to publicly traded companies. We really run the gamut. It's a B2B tech PR shop primarily.Share on X But I always thought that the bad people need more PR than the good people. Well, they may, but we’re not here to put lipstick on pigs. I had somebody that told me in my life one time that you don’t get into the mud with the pigs because the pig will love it, but you’ll both get dirty. And that’s not a game I’m looking to play. So I didn’t actually answer the question about Crackle itself. So the idea was that during that dark, dark time—COVID, riots, craziness everywhere. We wanted to represent a bit of goodness in the world. So I just pictured the world being this heap of ashesShare on X and under those ashes was a little spark, a little crackle of life, a little ember of goodness that was going to come out of all this. And that was really the impetus for the name, and it’s really guided the true north of the company. Love it. That’s really fun. And your hat looks good, too. You see the little spark, the little crackle right there? I see it. Yeah. It’s like a Christmas cracker. So, okay, this podcast is called Management Blueprint because we are looking for, or I’m looking for, frameworks that people came up with, that they stumbled upon, which other listeners might apply to their business. So what’s a framework that you could share with us which can be explained in three to five steps that helps you get an insight or communicate better or organize better, something that helps you be more effective? Yeah. So this may not be a big surprise. Some of your listeners may follow me on LinkedIn. LinkedIn is my cheat code. When I first started this business, I went to LinkedIn with my full self.Share on X Determined to tell everyone the good, the bad, the ugly about the industry that I’m in, which is public relations. And a surprising thing happened. At the time, there weren’t a lot of people kind of being truth tellers in their respective industries. But I stuck to that same framework, speaking truth to power, which goes back to my Why. An interesting thing happened, which is I tended to get a bunch of followers really quickly, and they would DM me saying, “Finally, someone’s just saying it like it really is in the industry. Finally, someone is lifting back the curtain. Finally, finally, finally.” And so I just doubled down on that approach. And so fast-forward to today, I have 82,000 followers on LinkedIn. The majority of my business comes in through DMs on LinkedIn from them having read my posts, my thoughts. And by the time they actually come to me, they already have a good sense for my ethos, how I think, how I operate, that I work with good companies only. They know me. So the vetting process is 75% of the way done by the time they ever reach out. So that’s the cheat code. I’ve shortened the sales cycle from my old world being three months down to a week. If we have a phone call, we put together a quick proposal, and then it’s done because they are already looking to hire me when they reach out. So that’s the framework, that’s the cheat code, that’s the hack, and it’s applicable to just about any industry. Okay. So I love it. So let’s break it down. So how do you create this effect where people pick up the phone or DM you and within a week sign you up? What is the process? Yeah. So the process is just I post literally every day of my life. Maybe weekends I’ll take a break, it depends. But every work weekday I am posting. It is not a nice-to-have, it is a mission-critical function of Crackle PR. I would say up until recently, about 90% of my leads came in through my commentary and writing and posting on LinkedIn. And it's really me just sharing everything that I know, including commenting on the news of the day tapping into the zeitgeist about issues that are happening from a public relations standpoint, and sharing real-time thought leadership across my…Share on X And so it’s not a simple process of, like, I do A and then B. It’s really more like, what’s happening today? What’s a story that I should tell and comment on today? And then how is that going to positively impact my key audiences? I’m always doing it with the intent to simply share value and expect nothing in return. I almost never ask for anything. Occasionally I’ll say, “Hey, does anybody know a good account manager?” But I’m not out there selling my wares on LinkedIn. I’m very simply ungating my brain and letting everyone have access to it, and the right people find me at the right time. Love it. Love it. So the four steps I heard were: post every day, tap into the zeitgeist or the story of the day, how to impact your key audience, so essentially the story and how can you turn it into something that helps people, and no CTA at the end. That’s right. Yeah. Love it. That’s a great framework. Yeah. It’s great. And you know what’s interesting is that it’s multifaceted in the sense I’ve told you already that the majority of my business comes from LinkedIn, okay? Because I share what I know. It’s thought leadership in real time, and it’s a captive audience. The byproduct of that is interesting, which is that I am constantly written about in the news by, like, The Guardian, the Wall Street Journal, you name the publication. Because they’re finding me on that platform and reading what I have to say and reaching out for comment to expand on those ideas. So it's got this virtuous cycle where, as a PR guy myself, it's interesting that I'm putting thoughts out into the world and I'm attracting earned mediaShare on X which is the coveted thing that all of the LLMs I talk about rest on, because 82% or something of citations across LLMs come from earned media. So it’s a really virtuous cycle that I’ve stumbled upon and that I’m trying to refine and hone over time. So basically, you’re drinking your own Kool-Aid. Yeah. Sometimes I wonder, a lot of marketing agencies, they sell marketing, but they are not able to market themselves well. “The cobbler’s children have no shoes” is the common expression. Exactly. But you are the cobbler’s child who found a pair of shoes, and this is actually doing what you’re preaching others should do. So that’s kind of very, very counterintuitively intuitive. Well, just to add on that quickly. So public relations, we’re about promoting and publicity and all of that. The bizarre irony is that the vast majority of people who are great at writing, great at promoting, like me, don’t post on LinkedIn. They’re not sharing their thoughts out there. They’re not doing what they were born to do, which is a really fascinating thing. And I think part of it is where they work and they’re afraid they’ll say the wrong thing or maybe lose a client or whatever it may be. But my idea is, and I tell my team this, my staff this, is like, “I want you out there sharing how smart you are every single day. I’m under no illusions that you’ll be with me until the end of your life, okay? But while you’re with me, I want you sharing what you know, the good, the bad, and the ugly about our industry, because that’ll help you gain a brand, and it’ll help me attract an audience.” It’s a win-win. So I wish more people had that mindset where they weren’t stingy about who has a voice but rather empowered everyone across the organization to use that voice for the better of the organization and for themselves. Yeah, but it takes discipline to write every day. It’s not easy. It’s not easy at all. It’s easier for others than some. I mean, I was a journalist. I came up writing, so for me, it’s just a natural thing, and most PR people are writers. So you’d think it would be pretty easy for us because we write every day for our clients, but I would say probably 85-plus percent of the people in my profession are either afraid or don’t have time or just don’t want to do it, and I just think it’s a shame. They’re leaving a lot of at-bats on the field. No, absolutely. Absolutely. So you kind of half answered my question that I’m going to ask, but I’m going to ask it anyway because I’m curious about other aspects to it. So what drives growth in your business? Yeah. So if you asked me this six months ago, I would’ve said primarily it’s LinkedIn and referrals. Today, I’m happy to report that it’s referrals and LinkedIn, and also my optimized website, my website that’s optimized for the LLM era. Again, another example of eating my own dog food here, where I’m making my website readable both to humans and the machines that cite, and I’m preemptively going after the earned media pieces that will then fuel citations for my company and for my website. So again, I’m trying to create this flywheel here, and I think I’ve been pretty successful so far. I would argue probably among the most successful in PR agencies, where I’m feeding the beast constantly and prescriptively doing so, so that my website, my LinkedIn work, my earned media hits all effectively get scraped and cited by these LLMs, which is the future of search, obviously. Yeah. I still use Google occasionally, but even Google is just the AI explanation up top. You’re not even going down, scrolling anymore. You’re just getting the quick explanations. And so everything is headed that way, and I think that being a first mover on that front is particularly important. And I think any marketer that is not looking at the LLM landscape as the next great frontier is missing the boat. Oh, yeah. I love it. So how do these LLMs work? Do you have an insight, a deeper insight as to how to create these quotes or how to show up? Is it just writing every day, making original posts, or is there more to it? There’s a bunch of things, and this could be a topic for a podcast in and of itself, but I’ll just talk in basic terms to not have your audience’s eyes glaze over. It used to be that, for example, we would write in PR a press release that was very narrative in structure. X company today announced, and the CEO is proud, and all of that kind of stuff. And then that was used to then go pitch the media. Well, the LLMs are scraping these press releases now, and what you want to try and do is make it as easy as possible for them to lift the essence of that informationShare on X in an attributable way to the author or the company that is in question here. So it’s about making it digestible and ingestible for the LLMs, and there’s a variety of techniques and tricks that you can do this with, and your audience can do a quick search and find those tricks. But there’s a whole playbook now about how to do that, and it’s not even just things like press releases, but it’s how you structure your bylined articles that you place, and it’s how you frame your conversations with reporters so that you’re saying things in such a way that the LLMs will ingest these and then in turn cite these for respective audiences. And by the way, whether it’s Gemini, ChatGPT, all these different models, they all look for different things. So some of them rely heavily on places like Reddit. Some of them rely heavily on places like YouTube. Some of them ingest things more frequently than others. So there’s a whole cornucopia of things that has to be done if you’re really going to dial it in because no two LLMs are alike, and they value different things, and they weight them more heavily. So it really is a science, more so than an art form, which is what I think PR is largely known to be, more of an art form.Share on X Yeah. Yeah. So at the beginning of this conversation, you shared that you have been part of big PR companies, and you wanted to do it differently. You wanted to have a senior people-heavy agency where, I guess, people get straight from the horse’s mouth what they want to have. So is this model scalable? And if so, how? Yeah, it is scalable. And I think there’s a distinction. So when I say senior talent, I’m not talking about only VPs. So we have account directors, we have account managers, we have senior account executives. So they’re a little further down on the scale. But what we don’t have is interns and account coordinators and the very earliest players. So everybody has at least four to five years of experience on the team. And so in that sense, it is scalable, provided that the minimum retainers are sufficient. So we have a $12,000 minimum monthly retainer, and that’s very intentional because we know what we need to do to be able to be profitable and to continue to hire and scale, to your point. So yeah, it is scalable, but it takes work, and it took a lot of hand-wringing and mistakes along the way to get to a point where we’re able to do it now. But it’s kind of beautiful in the sense that I don’t want to be a huge 250-person agency. I think I’m comfortable in the 20- to 50-employee range, and then I’ll probably, in a few years, ride off into the sunset, having made a very good earning or good living, rather and I’m not trying to become a billionaire here. So who are your ideal customers that you’ll hire? Yeah. Typically, it’s, first of all, good companies doing good things. We don’t want to work with tobacco companies or people that are negatively contributing to the world. And it’s typically B2B technology companies in A round, B round, C round, D round of funding, or even publicly traded companies. It’s a pretty wide swath, but the common thread is B2B tech is the sweet spot. And again, we’re looking for largely challenger brands. There are some that are the leaders that we have, but I think it's much more interesting to help build a brand than it is to maintain one. So those are the kinds of clients we tend to look for.Share on X So do you do the same thing for them that you do for yourself, for your agency, or is it a different approach? Yeah. No, I mean, we focus a heck of a lot more on earned media for our clients because that still is the lifeblood of a traditional PR program. But the earned media, as we just talked about, inform the LLMs that are now citing them in their answers. So we got thrown kind of a bouquet in PR. Everybody’s talking about AI being difficult and losing jobs, and a lot of that is true. The PR industry got kind of fortunate in the sense that earned media is more important than it’s ever been because LLMs rely on them to cite their sources. And it’s an unfortunate problem because at the same time PR is more important than ever, reporters in the media landscape are dwindling faster than ever.Share on X There are reporters getting laid off everywhere. There’s all kinds of restructuring. There’s reporters bouncing around, going to Substack, trying to eke out a living. And I just wish there was a way to create more parity where 10 years ago, 15 years ago, the media landscape was really strong, and now it’s really struggling. Now, this isn’t to say there aren’t opportunities out there to pitch the media because there’s more people, and it’s just more diffuse. So you have all these different audiences that you didn’t have before, like Beehiiv and Substack and podcasts and all of these disparate groups, whereas it used to just be, “Here’s my 25 newspapers and magazines we’re going after,” and that was the entirety of it. So now it requires a lot more work, a lot more research to find out where your audiences are and who they’re reading or what they’re watching or which podcast that they’re looking at. So it requires PR people to be more resourceful, to spend a lot more time researching who they're going after and making sure they're very precise in their outreachShare on X versus the old days when it was this spray-and-pray approach, knowing that some amount of people will cover it and so therefore it’s worth it. Today, it’s about you have to make sure you’re not wasting anyone’s time and making sure that you’ve done your homework. Yeah, it’s becoming a very fragmented business. So what is your expectation of the future as these big media outlets are disintegrating, consolidating, or even disappearing? Is it just going to be more atomized, or is this a cyclical thing where you have the fragmentation, and then it’s going to consolidate again? Yeah. The answer is I’m not sure. What I would like to happen is what some—I know some countries actually fund the free and fair media to make sure that it’s a healthy ecosystem where there are checks and balances. I am not under the illusion that that’s going to happen in this country anytime soon, although I wish it would, because it’s really for the betterment of everyone. But I think what will happen in the short term is more of what’s happening now, which is the atomization of all these folks going to different platforms to try to eke out a living on their own. They’re taking agency of their lives. But I would like to think against that backdrop there’ll be a movement, because businesses are going to require it at some point, that there’s third-party validation from trusted sources. I would like there to be a consortium of some sort built where companies of a certain size are all contributing to the same pool to try to get this healthy landscape that we need. I don’t know the answers. I haven’t solved it. If I did, I’d be a very, very wealthy man. But I know that the government in some countries are actively funding a free and fair press, and I really wish we would do that here. So let me switch gears here and ask you a very different question. Okay. If you had a magic wand and you could fix one thing in your company in the next 12 months, what would that be? I think it would be that I could adequately teach everyone in the organization how best to utilize tools like Claude Code and others to automate much of the grunt work that takes time away from strategy. So we are really strategic. We do a lot of brainstorming. We are great at our thinking and our writing and pitching and all of that.Share on X But there’s a whole heck of a lot of stuff that’s related to reporting and research and stuff that just takes a whole lot of time. So I wish everybody could just instantly understand how best to use these tools to eliminate the drudgery from our jobs, to focus instead on the strategy. Why do you think it’s not happening? There’s a learning curve, and frankly, there is an expense. These tokens are not inexpensive, so you have to pay a bunch of money for these things. You have to put the time in. You have to have an appetite to learn it, and then you have to have the aptitude to learn it. Now, I’ve gotten pretty, pretty good at this stuff. I’m self-taught. I built my own website using these tools. I mean, I’m pretty deep myself. But at the end of the day, most of my employees are working their butts off on their client stuff, and this stuff I’m talking about is kind of extracurricular and difficult to do. And so what I’m trying to do. We just talked about this last week is putting aside office hours for everyone to figure out these big, hairy projects they want to get better at and learn and devote time to it on my dime.Share on X I’m happy to pay for it, for them to put the work in, get the skills that they need to be able to make shorter work of the stuff that just takes too long and isn’t, frankly, satisfying professionally. Yeah. I mean, it is uncomfortable when people have to learn something that is completely different from the skills that they have been making their money with, right? Yeah. Well, and I’ll take it a step further. So I’ve been quoted in a couple of, like The Guardian recently, about some of these commencement speeches where you have one of the heads of Google and all these bigwigs at college commencement speeches talking about AI and ushering in this new revolution, and they’re getting booed. They’re getting booed while they’re speaking because the students in these halls recognize that there’s an existential threat right now in the form of AI. They already have enough challenges relative to affordability and buying a home and all these different things, and now you’re telling them that AI is going to take a huge chunk of their jobs before they even get out of the gate. And against that backdrop, they’re not being equipped in college to be able to come out into the real world with the coding skill, the Claude Code skills I’m talking about now. So they’re coming out handcuffed and kneecapped out of the gate into this world that they’ve been foisted upon. And I think that’s a big challenge. And so bringing it back to my office, or anybody who’s in the situation we are, everybody’s kind of grudgingly learning how to do this stuff or else. Or else you’ll fall behind, or else you won’t have a job, or else someone will take your job. And I think that’s a very real angsty feeling that a lot of people have. And so part of me feels guilty for wanting to tell my people, “Look, we’ve got to get skilled up on these things,” because I know a lot of people would rather it just didn’t exist. But pretending something doesn’t exist isn’t the way forward. You've got to look it square in the face, realize what it is, and then do your level best to try to maximize what you can with it. And that's where we're at.Share on X Do you see a lot of disruption happening in PR, or are agencies just waking up to this issue? Yeah, I see a lot of disruption, and I think it’s for the worse. I think right now what we’re seeing is there are a whole lot of agencies that are taking the AI slop, spray-and-pray approach. Like, they are literally using these AI machines to pitch all these reporters who, by the way, can tell when they’re getting pitched with AI, and then they’re immediately getting blacklisted because they don’t want to deal with the machine. So yes, there’s disruption, but I think it’s noise instead of a positive disruption. I think there’s not much to be gained from the AI tools that way. I will say it’s disrupted the way some of the largest agencies have operated because for years they worked on a time-and-materials model. That’s a little difficult to justify now when you have machines doing in seconds what used to take weeks or sometimes months from a research standpoint. So that’s disrupted the whole agency model. And I would argue that’s for the better because the time-and-materials model, I think, was an excuse for busy work. Yeah. That is true. What do you suggest if someone is looking for a PR agency? What is the criteria that they should apply to evaluate an agency? What kind of agency should they be choosing? Yeah. So I mean, I think there’s a couple things I would say. One is, make sure that you understand who’s actually doing the work on your team. There’s a classic bait-and-switch problem in PR. I already talked about this, where it’s like you talk to me during the call, and then you have an intern doing your work, and that obviously isn’t very equitable. So there’s that. I think having proficiency in the new world relative to large language models and share of citation. I think that stuff is really important now because directionally that’s where we’re headed. And then for me, the one thing that is so true it was true the day I started my agency, and it’ll always be true is hire strong writers, real human writers. Because the AI slop is nauseating out there. Something like 60% of posts on LinkedIn are now written by AI, as reported by LinkedIn. And people are just getting really sick of this sea of sameness because AI really is just the average of everything that’s come before it, everything that’s been written before it. It’s an average of that. And that’s a path to mediocrity really, really quickly. So strong writers, senior leaders who are doing the work, I think, are key, and then obviously prowess around the idea of how to get your products and services cited across the LLMs that are becoming increasingly important every day. Love it. Love it. That’s very encouraging because what I see is that these platforms, like Claude, they offer to codify your writing voice and write in your voice. What do you think of these approaches? Yeah. I think probably for some lines of work it might make sense. For our world, it just does not. If you’re a writer and you’ve valued the English language, you can very quickly determine what’s AI and what is not. And that’s the case with all of the reporters that are covering our clients every day. So they know what’s AI. People in our industry know what AI is, and you can just tell when someone is responding with AI. You’re getting a note in the mail that’s written by AI. You’re getting an email back from AI. It’s just nauseating, and it’s just disheartening. And I think that there is going to increasingly be a premium placed on human writers and human artists and people who are doing human work that has real value and real thought versus the distillation of everything that’s come before it, which is what AI is. So if people would like to learn more about you or read your posts or connect with your team, where should they go? So cracklepr.com is the website. I am Parry Headrick on LinkedIn. You can find me there. And I’ve gotten off of most of the other social platforms because I’ve had some issues with the Facebooks of the world, and so I canceled those a long time ago. So Bluesky would be another one. Parry Headrick on Bluesky. Okay. Well, if you liked what you heard and you want real writers who will be discovered by LLMs, and you want to get your company featured on ChatGPT and Claude and the other platforms, then check out Parry Headrick, Founder of Crackle PR. Start reading his posts, which I will be. I think I already am. And if you enjoyed this conversation, then stay tuned because a couple of times a week I’ll bring an exciting entrepreneur who has changed the world and will share their unique frameworks with you. So thanks for coming, Parry, and thanks for listening. It’s been my pleasure. Thanks. Important Links: Parry's LinkedIn Parry's website

202 - Surface Tension: The 5 Essential Control Surfaces to Make Your Analytics Product Sell Itself

Experiencing Data with Brian O'Neill

Play Episode Listen Later Sep 2, 2026 31:17

What makes an analytics or intelligence product indispensable when technical sophistication alone isn't enough to drive adoption, renewals, or sales? Why do POCs stall, why does adoption stay flat, and why aren't prospects nearly as excited about your (impressive) analytics tech as you are? It's that the value never becomes obvious to the humans in the loop who do the buying, using, and justifying. In this episode, I provide a framework for identifying the personas (roles) and experiences that can turn sophisticated analytical capability into perceived value. We'll explore the five essential control surfaces you'll need to address in your product and why founders and product leaders need to look beyond technical development (e.g., the delivery of AI models, dashboards, MCP connectors, agentic capabilities, and traditional interfaces). I also examine the tensions that can emerge when incentives and goals for end users are not aligned with those of management and executive/fiscal buyers. Why does the efficiency ROI you sell to a management champion get read as a job threat to the operator/user whose adoption you need to succeed? I'll answer this, plus the reasons AI can complicate those dynamics, how to prevent your product from creating an Invisible Intelligence Gap for customers, and why one past podcast guest's “shipping the meter” matters much more than another feature. (That will also explain why I don't think dashboards are dead in the age of AI.) Highlights / Skip to: Short-term stakeholders you shouldn't forget to satisfy (particularly during POCs/Demos) such as legal, compliance, and the game of defense “value be damned” they are playing (4:14) Not every mouth is equally hungry: deciding which personas deserve the most product attention (8:23) End users of your product such as developers, analysts, business users (often ICs) operating your product daily—and why the real bar is whether they would complain to the C-suite if your product went away (9:12) How managers of ICs (e.g., sales directors, customer service managers, VPs of data, etc.) might need something very different than end users, and why the manager's needs might be a threat to those very IC users. The 3-part fix? Making all parties look successful to their superiors; improving the lives of those stakeholders; and arming champions with the evidence fiscal buyers need (11:08) The unique needs of executive and financial stakeholders who might have the most decision power while using your product the least (15:59) Why “shipping the meter” and the Invisible Intelligence Gap decide whether your product survives the next budget cut (17:07) The “AI Agent” as a “user” of your product: Why I think agents ride in a sidecar attached to humans and what you need to do to enable your customers and their AI agents to be successful (21:23) Why figuring out what control surfaces/UIs/UXs you may need to improve is the easy part if you know what they are a response to (26:37) Links 197 - Agentic AI Isn't a Moat for Analytics Products.This is. - My episode on viable moats for BI/Analytics products in the age of AI The Invisible Intelligence Gap Behavioral Signals CEO Rana Gujral on “Shipping the Meter” is in Episode 198 Need help identifying the 5 control surfaces in your product and satisfying the human users behind them? Schedule a free discovery call with me

ai essential product roi analytics meter shipping ic surfaces vps mcp moat ics pocs surface tension

HPR4718: Programmable Logic Controls - Episode 2

Hacker Public Radio

Play Episode Listen Later Sep 2, 2026

This show has been flagged as Clean by the host. -------------------- 01 Introduction This is the second episode in an 8 part series. 02 In the previous episode we discussed the predecessors of PLCs, in particular relay logic. In this episode we will discuss how relay logic came to be expressed in software rather than in actual hardware components. 03 The topics to be covered include * Early computers in industry. * The first PLC. * PC versus PLC - what's in a name. * Who the major brands are. * What does a PLC actually look like. * Machine architecture. * PLC programs. * The scan. * PLC programming languages. * Relative popularity of PLC programming languages versus more conventional computer programming languages. -------------------- 04 Early Computers in Industry Computers came to be used in industry fairly early on. Minicomputers were used in some large industries to control things like electric power plants. For example, the DEC PDP8 was used to control the refuelling machines in CANDU nuclear power plants. These would load and unload fuel from the reactor, which happens continually on a daily basis while the reactor is running. 05 The first microprocessor based computer sold on the commercial market was the MICRAL from France, based on the Intel 8008. It was sold as a cost effective replacement for minicomputers used in industry. It preceded what are generally considered to be the first Personal Computers. So you can see that industry were not reluctant to adopt new technology. 06 However, mini computers were large complex systems that did not fit well into a factory floor. They had particular niches in very large complex integrated systems, but were not suited to controlling many individual machines in a factory that produced things like automobiles or appliances. 07 What was needed was something that would fit into a standard electrical enclosure, withstand the temperatures found in a factory, could stand up to vibration and noise, was tolerant of voltage fluctuations, interfaced directly to sensors and actuators, and could be readily programmed by engineers, technicians, and tradesmen who were familiar with the processes to be controlled, but had little or no experience with computers. 08 This required a complete integrated package covering hardware, software, and product distribution through industrial supply retailers. Something that could meet these criteria is what was needed to become the PLC. -------------------- 09 History Many histories point to a US developer that became Modicon. However, their first hardware was more a proof of concept than a viable commercial product. In fact multiple companies in the US, Europe, and Japan were working on the problem and released comparable products all at around the same time in the early 1970s. 10 The idea preceded the implementation by a number of years. For example, General Motors had asked industrial control equipment suppliers in the mid 1960s for some sort of programmable control device to replace relay logic. This showed potential suppliers that there was a market for this sort of thing, and gave them a clearer idea of what customers were looking for. 11 What made this possible was the development of the first 8 bit microprocessor in that time period, combined with readily available bit slice processors from the minicomputer industry and other components. 12 People knew what to do, the problem was waiting for the development of suitable component hardware. Minicomputers were already being used in industry, but were normally located in control rooms. PLCs were an effort to take that technology out of control rooms and put it on the shop floor. 13 PC Versus PLC - What's in a Name In the early days, these systems were known as either PLC, which means "Programmable Logic Controller", or PC, which means "Programmable Controller". Different vendors favoured different terminology, but both were common. I have a book which was at one time one of the standard reference handbooks for this industry which was published in 1989, and refers to them as Programmable Controllers, or PCs. 14 The term PC was also used to mean "Personal Computer", but that wasn't really a problem in the early days. However, a certain large company decided to call their entry into the personal computer market the "IBM PC", and suddenly "PC" became a generic term for desktop computers. 15 After a long struggle to keep referring to their products as "PCs", even the biggest vendors caved in and gave up the fight and switched to using the "PLC" term. I will therefore use the term "PLC" in this podcast series even when talking about products which were originally called "PCs" at the time they were introduced. 16 Who the Major Brands Are The companies that came to dominate the industry fairly early on were generally companies that already made industrial electrical hardware. These were Siemens Allen Bradley, later known as Rockwell Schneider Mitsubishi Omron 17 These are still the dominant companies in the business, although there are many small brands, particularly at the cheaper end of the market. All of them were suppliers of a wide range of industrial control hardware, such that you could build all or nearly all of the parts of your control system using only their products. 18 Each of these sells an integrated hardware and software package, including development software, that is completely proprietary. If you thought that the mainframe business had a lot of vendor lock-in, you haven't seen the industrial market. -------------------- 19 What Does One of These Things Actually Look Like? At this point you are probably still very confused as to what a PLC actually is. I will attempt to describe one in basic terms by giving an example of one. The smallest and simplest ones are what are termed "shoebox" PLCs. These are basically a rectangular box with a plastic case. 20 Here are the dimensions for a typical low end model, a Mitsubishi FX3U-32M. According to specs in the manual, it is 150mm wide, 90mm high, and 86mm deep. 21 It can be mounted to the panel in an electrical enclosure by snapping it onto what is termed a DIN rail. DIN rails are standard mounting systems which use a strip of metal which is U shaped with a lip at the top of each end of the U. You screw the DIN rail to the electrical panel in the enclosure, and most industrial components such as PLCs, terminal blocks, circuit breakers, and all sorts of other things will simply snap onto it and be ready to wire together. 22 Along the top and bottom of the PLC are terminals to which you can attach wires from the things you want to sense or control in the rest of the machine, such as push buttons, pilot lights, proximity sensors, and valves. 23 Inputs are along the top, and outputs are along the bottom. The FX3U-32M has 16 inputs and 16 outputs. These I/O can be 24 volts DC, or 100 to 120 volts AC, depending on the model. Alternatively it may have small relays for outputs. While AC I/O once predominated, 24VDC became the standard in most industries several decades ago as it interfaced with electronic devices more readily and also allowed for cheaper and more compact wiring. 24 More inputs and outputs can be added by connecting additional I/O modules to the main PLC next to it on the same DIN rail, up to a total of 256 I/O The connection is typically via short ribbon cables which plug into the adjacent module. These I/O modules look like the main PLC, but just add I/O. 25 Inside the PLC are a CPU, memory, and firmware. This model has 64K "steps" of memory, which can be thought of as how many instructions you can have. The program runs in RAM, but you can add a small flash memory device to save the program to. There is a run/stop switch that allows you to start or stop the user program. There is a port that you can use to connect the PLC to a laptop computer with a cable so you can download your program to it. 26 The biggest part of the market for PLCs is for these "shoebox" style. However, there are bigger ones as well which have more I/O, more memory, faster CPUs, etc. These are meant for tasks such as coordinating large assembly lines and things like that. These are what are termed rack systems, where the rack is an empty box which is open at the front and has a backplane bus running along the back. You plug the main CPU into the bus, normally in the leftmost position, and then plug I/O modules into the rack. The I/O modules are tall, thin, fully enclosed boxes with the I/O terminals along the front. 27 You should have a rough idea of their appearance at this stage, so I'll leave the physical description aside for now and go on to the concepts behind how they actually work and what makes them different from something like say a Raspberry Pi. -------------------- 28 Machine Architecture It is not really the hardware which defines the PLC. Rather, it is the software system architecture. Every PLC that I am aware of has a common set of features. 29 Data Table A data table is simply a block of memory which may or may not be subdivided into different parts. All logic, and all, or nearly all, I/O works by writing to and reading from addresses in the data table. 30 I/O Every input and output point maps to a fixed memory address in the PLC. To read the state of an input, you read its memory address. To change the state of an output, you write to its memory address. 31 These digital I/O appear as single bit boolean values. The PLC programming language has instructions which allow single bits to be read or written to directly without have to mask off other bits as you would have to do if you were using a conventional programming language. I have so far only mentioned digital I/O, which are single bit on/off values. 32 Other types of I/O Many PLCs also have other types of I/O such as Analogue I/O, which represent variable voltages rather than just on/off values. For example you may wish to read a temperature from a thermocouple where the voltage level varies with the temperature. Often these are mapped into the data table as byte or word values. 33 Internal Bit or Boolean Memory There will be a range of single bit or boolean memory which is used for internal logic state. Your program may need to come up with a series of intermediate logical values, and you store them in these internal bits or flags. 34 Timers and Counters Control of machinery often involves timing and counting. Timer and counters are mapped into the data table. Timer and counter presets and values can be read as words, and there will be bit addresses which indicate the status of the timer or counter, such as whether it has reached its preset and is "done". 35 Integer and Floating Point Values There will be word addresses where integer and floating point words can be stored. If you need to do some mathematical calculations and store the results, you would save them in an integer or floating point word. 36 Typed Memory Unlike when programming something like a PC where you simply have a range of undifferentiated bytes and it is up to your software to impose meaning on it, PLC data table memory has defined types and meanings and the system firmware enforces the correct memory access methods. 37 Size of Data Table Data tables vary greatly in size. A bigger data table allows for bigger and more complex program. Generally, new PLCs will have bigger data tables than older ones, and more expensive PLCs will have bigger data tables than cheaper ones of the same generation. 38 Example Having picked a current PLC as an example for physical dimensions, I will pick an old and obsolete one for an example of a data table. The Siemens S5-100 series was a small PLC that came in several sizes. The basic S5-100 had the following data table size. 39 Digital I/O had a maximum of 128 inputs and outputs taken together. Analogue inputs and outputs had a maximum of 8 taken together. Flag, or bit, memory was 1024 Timers - 16 Counters - 16 40 The S5-103 offered more of everything in the same basic package, but of course at a higher cost. Digital I/O had a maximum of 256 inputs and outputs taken together. Analogue inputs and outputs had a maximum of 32 taken together. Flag, or bit, memory was 2048 Timers - 128 Counters - 128 -------------------- 41 The PLC Program A PLC will come with what amounts to an operating system and virtual machine built into it. You as the programmer use the vendor's proprietary development software, what is generally called the "PLC programming software" to write an application for it. 42 You then connect your PC to the PLC using a cable of some sort, and download your program into it. The program gets stored in the PLC's RAM. There may be flash memory which serves to back up the RAM when the power is off so you don't lose the program. Before flash was available, a battery was typically required to hold the static RAM memory. 43 There is just one program in the PLC. There is no file system, just the program memory and the data table. When the PLC starts up, it runs the program that you wrote. It continues running the program until you turn off the power or you set the run/stop switch to the stop position. 44 I will come back to programming later, but we needed to cover these basic points before I could describe some further concepts we need to cover. -------------------- 45 The Scan A key thing to understand about PLCs is the "scan" concept. This works as follows. There is a repeated cycle called the scan. 46 First, the PLC reads all the physical inputs and updates the corresponding input addresses in the data table. Next it runs the user program once. Finally it reads the output addresses in the data table and writes them to the corresponding physical outputs. Then it repeats the scan from step 1. 47 A scan can take anywhere from a few milliseconds to hundreds of milliseconds, depending on the model of PLC. Older PLCs and cheaper PLCs tended to be slower. However, as integrated circuit technology advanced, programs got faster. 48 The PLC has a watchdog timer. This is a timer which runs in the background and resets at the start of a scan. 49 If a scan takes too long, the watchdog will trip and stop the program and set the outputs to some defined state, either turning them all off or holding them at the last value. This is known as "faulting" the processor. 50 A watchdog fault may be caused by a program that is too long, or uses a lot of very slow instructions, or in some cases it may be due to a bug in your program. However, this last cause is not as common or as easy to cause as you may think when it comes to faults. -------------------- 51 PLC Programming Languages The key to all of this is the unique way in which the programming languages used in PLCs work. I will first briefly describe the two main programming languages and then explain how they work in a PLC as part of a complete system. 52 Ladder Logic There are several programming languages, but the main one is called ladder logic. If you listened to the previous episode, the word "ladder" will ring a bell. When machines were controlled by electromechanical relays, the electrical drawings which specified and documented the types of relays and the connections between them were called "ladder diagrams". 53 PLCs simply take these ladder diagrams and reproduce them on your computer screen in the programming software using the same standard schematic symbols. 54 You do not need to draw the symbols like it was CAD. Instead you simply use your keyboard or mouse to say that you want this symbol to be entered in the current cursor location or you want this wire to be connected from here to there. When your rung is complete the software will check at some point if it is syntactically correct. You then go on to entering the next rungs one after another until you have your complete program. 55 Instruction List An alternative representation is something called "instruction list", although various vendors may use other terms. This is a text representation that looks like a sort of assembly language. However, it's actually really ladder, just shown in a different way as text and some types of programming software will allow you to toggle between ladder and instruction list mode, translating between them automatically. 56 This should give you a clue as to how a PLC can execute a schematic diagram. Behind the scenes the programming software will translate the diagram into instruction list, and then the PLC will either execute those instructions in an interpreter, or compile them to machine code and execute those. 57 Other Programming Languages There are other programming languages, but they are rarely seen. I won't go into detail in terms of describing them, just briefly mention them. 58 One is called Sequential Function Chart. This is a type of flow chart which is designed to show complex sequences, including ones with alternate or parallel paths. The original name for this is Grafcet, spelled G R A F C E T. This stands for "Graphe Fonctionnel de Commande Étape Transition". As well as being a programming language, it is also a very good design and analysis tool even if the PLC being used doesn't support it. 59 Another is Function Block Diagram. This is another graphical language which resembles flow diagrams used in process industries. This is supposedly used mainly in industries such as chemical manufacturing. However it appears to be very niche and most people who use PLCs will never have seen it, and many will not have even heard of it. 60 Yet another language is Structured Text. This is very obviously derived from Modula-2 and strongly resembles it. If you are not familiar with Modula-2, it was created by Nikolas Wirth and intended as the successor to Pascal, which it was derived from. Structured Text seems to be much loved by a small number of academics, but seems to have little actual use in the field. You lose pretty much all of the monitoring and debugging facilities built into a PLC if you use it, so it's kind of pointless except perhaps for a few niche applications. There are a few other languages as well, mainly proprietary ones, often using flow charts or the like. 61 PLC Languages are Non-Blocking The important thing about a PLC program is that it executes from top to bottom, left to right, without stopping or blocking. There is no waiting on input or output or for a system call to return. Each rung immediately yields a result which is written to a memory address or which enables a timer or counter. Every rung is executed every scan. 62 You can reproduce this in a traditional computer programming language. In ladder logic it is inherent to the syntax and it is either very difficult or impossible to do it any other way. I'll give an example in Python of what I mean. 63 a = (b or c) and not d 64 If b or c are true and d is false, then a is set to true. If b and c are false or d is true, then a is false. 65 Now imagine that we are not executing this statement once, but rather are executing it repeatedly. This statement will never block execution. It will always immediately yield a result. Now let's modify that a bit. 66 a = (b or a) and not d 67 Note that we have replaced c with a. Now the value of a depends the previous value of a as well as b and d. However, once a becomes true, the value of b no longer matters because b is in an or condition with a. Now if we execute it over and over again, only d becoming true will make a go false. 68 This is a standard push button circuit, also known as a "seal in circuit", because it "seals" around the start condition. 69 b is the start push button with a normally open contact. d is the stop push button with a normally closed contact. a is a relay with one of its contacts being used to hold it on. 70 If you wired this up with actual push buttons and relays or if you programmed it into a PLC with ladder logic it would work the same way. A PLC program will consists of rung after rung of logic like this and executes it repeatedly scan after scan, only pausing to update its I/O. 71 Async Programming Some of you may be thinking that this cyclical scan sounds like the async programming that is all the rage with web server applications these days. Essentially it is exactly the same principle. 72 With async programming, your program must never use blocking instructions and execution proceeds on a repeated cycle. PLCs solve this by not having any instructions which block, and many PLCs do not allow backwards jumps. Tradesmen in coveralls in factories were doing async programming decades before the cool kids heard about it. 73 Most PLC Programming Languages are Visual or Graphical Languages If ladder, Sequential Function Chart, or Grafcet and Function Block Diagram sound like visual programming languages, they are. In fact ladder is probably one of the earliest visual languages in commercial use. Wikipedia defines a visual programming language as: 74 In computing, a visual programming language (visual programming system, VPL, or, VPS), also known as diagrammatic programming, graphical programming or block coding, is a programming language that lets users create programs by manipulating program elements graphically rather than by specifying them textually. A VPL allows programming with visual expressions, spatial arrangements of text and graphic symbols, used either as elements of syntax or secondary notation. For example, many VPLs are based on the idea of "boxes and arrows", where boxes or other screen objects are treated as entities, connected by arrows, lines or arcs which represent relations. VPLs are generally the basis of low-code development platforms. Scratch is an example of a VPL 75 End of quote. As you can see, what is cool today was on the factory floor more than 40 years ago. -------------------- 76 Popularity of PLC Programming Languages PLCs are about as proprietary as you can get. Pretty much every vendor has his own proprietary take on each language. How you can program any particular PLC is determined by that vendor's programming software. If the vendor doesn't support it, you can't use it. An individual vendor may even have multiple incompatible product lines which have to be programmed in different ways with different software, although that is not as common these days as it once was. 77 Nearly all PLCs support programming in Ladder. Some support programming in instruction list as well as ladder. Anything else is much less common. 78 Ladder logic happens to be on the Tiobe Index by the way. For those who have not heard of it, the Tiobe Index, that is T I O B E, is a web site that lists the popularity of numerous programming languages based on various criteria. 79 Number one on their list happens to be Python, currently at 19.98%. Number two is C, at 11.55%. 80 At the time of writing this script, Ladder Logic was at number 46 with a 0.28% rating, which put it just below Erlang and just above Haskell. I'm not sure whether that means that Ladder Logic is not as obscure as you thought it was, or whether it means that Erlang and Haskell are in fact more obscure than you thought they were. -------------------- 81 Episode Summary In this episode we covered we covered The early history of computers in industrial control The early history of PLCs, including how they got their name Who the major brands are What they look like physically 82 A basic description of the abstract machine architecture A very brief look at what a PLC program is like The scan concept The main PLC programming languages The minor PLC programming languages The relative popularity of each of the programming languages 83 In the next episode we will take a look at one of the early PLCs from the era when they began seeing widespread use. This PLC was hugely successful and was for many companies the first PLC they used. This is the Allen Bradley PLC2. 84 This has been the second episode in an 8 part series. -------------------- Provide feedback on this episode.

5 Signs You're Good Enough to Lead at Senior Level (And Always Have Been)

director confidence signs write investing senior good enough women in leadership worthiness stop waiting vps discover why female executives

Play Episode Listen Later Sep 2, 2026 31:30

What if the problem isn't that you're not ready for senior leadership… but that you haven't yet recognised that you already are?After coaching hundreds of high-performing women in leadership, I've noticed a pattern: most women don't have a capability problem. They have a belief problem.They're already delivering results, influencing decisions, solving complex problems and creating serious impact. But somewhere along the way, a confidence knock, difficult boss, piece of feedback or experience has made them question whether they're really good enough.If that little voice in your head is constantly telling you that you're not good enough, grab my Imposter Syndrome Guide and start building your own evidence bank.Ready to stop second-guessing yourself and lead with more confidence, strategic thinking and impact? Join the 3SIXTY Leaders Club Wait ListPodcast Details:In this season finale of The Lucy Gernon Show, I'm sharing five signs that you may already be operating at the next level and perhaps have been for years.Because becoming a more confident leader isn't always about becoming someone new.Sometimes it's about remembering who you already are.And when you can do that, you can lead with more confidence, become more strategic and influential, and create greater impact without sacrificing your work-life balance or constantly feeling like you have something to prove.

Shopify's New Rev Share, Catalog, and the Next Big Bets Explained

The Unofficial Shopify Podcast

Play Episode Listen Later Sep 1, 2026 48:00

"You think you know what you're doing. Like I work at Shopify. I should be better at it." That's Atlee Clark, Shopify's VP of Partnerships, on running her own store, Pika Layers, for the past seven years. She's joined by Eytan Seidman, VP of Product for everything partners and developers touch. Together they just rewrote the deal for Shopify's entire partner ecosystem, and this conversation explains what that means for your store. We get into the new revenue share that pays partners on merchant GMV growth (Plus upgrades finally count), why Catalog and UCP put the world's products in a single API, and how Sidekick app extensions going GA changes what apps can do inside your admin. Plus the two areas both VPs say are wide open for anyone willing to build. Stick around for the complaint Eytan admits Shopify still hasn't fixed. SPONSORS Swym - Wishlists, Back in Stock alerts, & more getswym.com/kurt Cleverific - Smart order editing for Shopify cleverific.com Zipify - Build high-converting sales funnels zipify.com/KURT LINKS Shopify Partners: shopify.com/partners Shopify.dev: shopify.dev Pika Layers (Atlee's store): pikalayers.com Atlee Clark on X: x.com/AtleeClark PromoParty (Kurt's app): [URL] WORK WITH KURT Apply for Shopify Help ethercycle.com/apply See Our Results ethercycle.com/work Free Newsletter kurtelster.com The Unofficial Shopify Podcast is hosted by Kurt Elster and explores the stories behind successful Shopify stores. Get actionable insights, practical strategies, and proven tactics from entrepreneurs who've built thriving ecommerce businesses.

partnership product ga stock shopify bets api catalog sidekick vps ucp eytan gmv kurt elster shopify pos

Kodsnack 718 - Vad en tittare upplever, med Olof Lindman

Play Episode Listen Later Sep 1, 2026 69:36

Fredrik snackar med Olof Lindman som berättar om videohantering på SVT. Det är på sätt och vis CI/CD för videofiler, och det finns miljoner val och avvägningar att göra längs vägen. Olof har jobbat med området i tio år och har både perspektiv på utvecklingen, och svårt att sluta se vad som inte är tillräckligt bra i komprimerad video. Från att inte vara beroende av externa molnleverantörer till att kontinuerligt utvärdera kvalitetsavvägningar, vilka enheter som behöver stödjas, och inte minst uppdatera gammalt material till moderna format. Spännande utmaningar just nu är bland annat standardformat för hur innehåll mottas och redigeras, och börja sända mer i fler HDR-standarder. Sist men inte minst en liten anekdot från Eurovision 2016. 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 Olof SVT Chromecast Fire TV stick P-frame CRT-TV Kvalitetskollen Dubbelblinda test A/B-test Kromasubsampling Norstat VMAF - Netflix modell för att objektivt mäta kvalitet. "Perceptual video quality assessment based on multi-method fusion" Stöd oss på Ko-fi! Messaninformat Codec MPEG-DASH HLS Parallell chunked encoding Encore Ffmpeg SVT:s videopaketstandard UHD Rumsligt ljud HDR HDR10+ Dolby vision Eurovision 2016 Petra Mede Titlar Video-R&D Allting som inte är live Så god kvalitet som möjligt, för så lite data som möjligt (Sluta med) Krita-streaming Insatt i streamingvärlden Sätt att göra mer och mer Datan måste finnas i TV-huset Odlat fram en kultur där folk bygger saker ordentligt Videokvalitet spelar ingen roll över huvud taget Vad en tittare upplever Äpplen och båtmotorer Kvalitetskollen Märkte du någon skillnad? Jag ser bara alla fel Skillanden mellan ljus och mörker Källfiler Europas största videoarkiv 80 GB per timme Genrebaserad kodning Continuous video deployment Hopplös elitism Buzzwordsallad Den totala potentialen av tittarupplevelsen Om man spelar in en potatis En värld av begränsningar

tv europa ko eurovision continuous ett gb jag mastodon fredrik sist svt hdr vps ci cd sluta gillar olof perceptual datan hoppl krita upplever kodsnack odlat cloudnet

Cyberhelden 81 - This Podcast Has Been Seized

Cyberhelden

Play Episode Listen Later Aug 31, 2026 71:30

Jelle geeft college, dus Ronald en Marco ontvangen Jan-Jaap Oerlemans en Sofie Royer. Jan-Jaap leidt op basisscholen kinderen op tot cyberheld. Sofie maakte zelf een podcast, maar wekelijks is wel veel werk. Dat gevoel delen we. Een solide gastenduo dus. Ronald begint bij Ennetcom. Het hof kon niet vaststellen dat de bestuurder wist dat hij criminelen bediende. Hij kreeg wel tien maanden voor een criminele organisatie rond fictieve facturen. De 3,8 miljoen berichten op de Canadese server waren ondertussen erg welkom. Een veilige telefoon leveren is gewoon legaal, ook als de politie graag in de backup kijkt. Slowaakse verkeerscamera's bleken Russische apparatuur met een nieuw stickertje. Russische telefoonnummers in de firmware konden via een sms toegang openen. De gecertificeerde meetsoftware zat keurig in het apparaat voor de vinkjes, maar werd niet gebruikt. Dat scheelt weer ingewikkeld testen. De arrestatie van Telegram-oprichter Pavel Durov vormde de aanleiding voor het onderzoek van Jan-Jaap en Sofie. Opsporingsdiensten richten zich steeds vaker op platforms, cryptotelefoons en hosters. Strafbaarheid vraagt bewijs van kennis en bewuste hulp. Abusemeldingen negeren, adverteren op criminele fora of bewijs wissen kan zwaar wegen. Proton laat zien dat anonimiteit, cash en bitcoin legaal kunnen zijn zolang een aanbieder zich aan rechtmatige verzoeken houdt. Sofie legt uit waarom sterke encryptie juist mensenrechten beschermt. Een achterdeur voor de overheid maakt communicatie van iedereen kwetsbaarder. Toch ontstaat er ruimte om verdachten te dwingen een pincode af te geven. In Nederland mag lichte dwang al bij een vingerafdruk of gezicht, terwijl een wachtwoord uit je hoofd voorlopig anders wordt behandeld. Een Belg weigerde zijn cryptowallet te openen en werd daarvoor veroordeeld. De cryptomunten heeft hij nog wel, dus helemaal mislukt was de strategie niet. Bij EncroChat konden agenten live meekijken en grepen ze tussentijds in bij dreigend levensgevaar. Daarna volgden duizenden strafzaken en enorme datasets. Wie controleert hoe al die gegevens worden bewaard, gekoppeld en gebruikt? Ook de opsporingsmethode zelf blijft een punt. Frankrijk hield veel geheim, terwijl een belangrijk deel van de implant bestond uit publieke GitHub-code. Jan-Jaap vindt dat hoofdlijnen eerder gedeeld hadden kunnen worden. Ronald vindt zes jaar staatsgeheim voor een oude Android-bug ook wat ambitieus. Tot slot kijkt Nederland naar extra verplichtingen voor hosters en resellers, waaronder Know Your Customer en maatregelen tegen witwassen. Daarmee moet duidelijker worden wie achter een gehuurde server zit. Ronald voorziet vooral gedoe wanneer hij voor vijf euro een VPS wil huren zonder een paspoort op te sturen. Dan maar naar Frankrijk, al zit bij OVH volgens hem de politie de hele dag mee te kijken. Bronnen: - Oerlemans en Royer, blogintroductie: https://jjoerlemans.com/2026/04/22/prosecuting-communication-service-providers/ - Het wetenschappelijke artikel: https://doi.org/10.1016/j.clsr.2026.106330 - Hof Den Haag over Ennetcom: https://www.rechtspraak.nl/organisatie-en-contact/organisatie/gerechtshoven/gerechtshof-den-haag/nieuws/2026/06/gevangenisstraf-voor-bestuurder-en-medewerkster-ennetcom - Russische verkeerscamera's in Slowakije: https://hwbusters.com/news/slovakia-speed-cameras-ship-with-an-sms-backdoor-tied-to-12-russian-numbers/ - Pincode afgeven aan justitie: https://blog.iusmentis.com/2026/06/19/je-pincode-moeten-geven-aan-justitie-is-geen-schending-van-je-zwijgrecht/ - Forensisch onderzoek naar EncroChat: https://www.computerweekly.com/news/366649396/Revealed-Cyber-spies-used-malware-from-GitHub-to-hack-EncroChat-cryptophone-network - Nederlandse plannen voor KYC bij hosters: https://zoek.officielebekendmakingen.nl/ah-tk-20252026-2017.html

Building Private Cloud Foundations for the Agentic Era with Broadcom and VMware's Sabina Anja

Shift AI Podcast

Play Episode Listen Later Aug 30, 2026 34:48

In this episode of Shift AI, Sabina Anja, Chief Technologist at VMware by Broadcom, joins host Boaz Ashkenazy for a wide-ranging conversation on why private, flexible infrastructure is becoming the foundation enterprises need for the agentic era.Sabina makes the case that most infrastructure and security thinking was built for a world where humans approve every step, and that world is already gone. An assistant waits for you. An agent, in her words, gets set loose and just goes. So what happens when nobody notices an agent doing something it was technically allowed to do, but shouldn't have? Sabina has a way of thinking about that question that most infrastructure teams haven't caught up to yet.This episode is for CIOs, CTOs, VPs of infrastructure, platform engineers, and security leaders who are trying to figure out what their environments need to look like before agents are running unsupervised inside them.Chapters[00:00] Welcome and introducing Sabina Anja[00:31] From Belgium to self-taught programmer: Sabina's first jobs[04:29] Why programming hygiene still matters with Cursor and Claude Code[06:24] Virtualization then and now: from vCPUs to vGPUs[08:52] What businesses are really asking for as AI costs spike[10:46] Inside NVMe tiering and the memory crunch[13:28] Private AI and the return of sovereign infrastructure[15:43] Data ownership, geopolitics, and the new value of stolen IP[17:48] Open source, small language models, and fit-for-purpose compute[20:59] Advice for CIOs: build flexible foundations, not two-year projects[24:40] Agents vs. assistants: why blast radius changes everything[27:26] Agentic security, guardrails, and the two words: platform matters, earned trustConnect with Sabina AnjaLinkedIn: https://www.linkedin.com/in/sabinaanja/Connect with Boaz AshkenazyLinkedIn: https://www.linkedin.com/in/boazashkenazy/Email: info@shiftai.fm

ai advice data open foundations chapters ip cios anja vmware agentic vps broadcom cursor ctos virtualization chief technologist private cloud vcpus

Big techs assinam carta sobre riscos da IA; Meta fecha acordo sobre menores; Torvalds usa IA pra resolver bug; NVIDIA irá adquirir Hugging Face [Compilado #260]

Play Episode Listen Later Aug 30, 2026 87:05

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 22/08 a 28/08.

Big techs assinam carta sobre riscos da IA; Meta fecha acordo sobre menores; Torvalds usa IA pra resolver bug; NVIDIA irá adquirir Hugging Face [Compilado #260]

Play Episode Listen Later Aug 30, 2026 87:05

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 22/08 a 28/08.

361: Generate and Measure Your Pipeline with Carlos Corredor

Management Blueprint

Play Episode Listen Later Aug 26, 2026 25:50

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

Ep116: Buying Back The Business That Let You Go with Travis Hollman

Building Texas Business

Play Episode Listen Later Aug 26, 2026 43:39 Transcription Available

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.

Success Without Sacrifice for Female Executives with Suzanne Sheridan

director success europe confidence africa vice president write middle east sacrifice sheridan vps everythingthe burnoutthe thermo fisher scientific careerwhy female executives commercial operations

Play Episode Listen Later Aug 26, 2026 41:37

What if the career you've worked so hard to build didn't have to cost you the life you actually want to live?For so many ambitious women, reaching senior leadership can feel like a trade-off.You work longer hours. You become permanently available. You say yes because you want to be seen as committed. You take on more because you know you can handle it.And before you know it, you're successful on paper… but exhausted behind the scenes.If you're a woman in senior leadership and want to accelerate your career while creating more space for the life outside work, join our waitlist here.Podcast Details:In this episode of The Lucy Gernon Show, I'm joined by the brilliant Suzanne Sheridan, Vice President of Commercial Operations for Thermo Fisher Scientific's distribution business, where she leads 500 people across Europe, the Middle East and Africa.Suzanne is also a mum of two, a wife, and one of the most inspiring women leaders I know.And our conversation is proof that success and work-life balance don't have to be opposites.Sometimes, the answer isn't working harder. It's becoming more strategic about where you put your time, energy and attention.If you're a woman in leadership who wants to lead with more impact and confidence without sacrificing the life you've worked so hard to create, this episode is for you.

Kodsnack 717 - Att göra den andra versionen, med Lars Wikman

Play Episode Listen Later Aug 25, 2026 68:37

Fredrik och Lars Wikman snackar om Lars karriär och dess koppling till Nerves och nischer, att sitta i Nerves kärnteam, att jobba närmare hårdvara, och förstås om årets upplaga av Goatmire. Sista säkra tillfället att uppleva Goatmire är sista veckan i september i år, missa inte det! Vi snackar om hur Lars engagemang med och omkring Nerves och Elixir hjälper till att föda jobb som betalar hyran. Hur språkmodeller påverkar öppna källkodsprojekt, och kommer att fortsätta påverka även om bubblan spricker. Givetvis diskuterar vi också årets upplaga av Goatmire - där man både ska kunna hålla en helt vanlig solid presentation, sitt allra första konferenssnack, eller ta ut svängarna på alla tänkbara sätt. Vad är likt förra året, vad är absolut inte likt, och varför är det helt rätt att ta en paus efter årets upplaga? Justja: det blir ju ett trevligt Øredev i år också, missa inte det! Som eftersnack: ett brunt och biege 3d-skrivar-projekt. 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 Lars Goatmire elixir Nerves Erlang ecosystem foundation Frank Hunleth Smartrent Nervescloud Nerveshub Erlang BEAM Gleam MLO - memory loader. "Första-första bootloadersteget" Oscilloskop Logic analyzer Buildroot JVC kaboom boombox Bakelittelefon ID3 Home assistant Nabu casa - gör Home assistant green Tobias snackade Home assistant i avsnitt 713 Nervesconf Elixirconf Nerves Discord Webkiosk Stötta Kodsnack via Ko-fi! LLM:er skriver bra Elixir - paper Varbergs teater - där Goatmire går av stapeln Maersk Goatmires workshops Sam Aaron Marc Lainez som gjorde Nerves-bilen Fairphone 3 Nerves starter kit Gus Workman James Harton - Beam bots Helene - professionell fixare av grymma events Postgres Robert Carbone - Openriak Atomvm GRISP Code BEAM Sonic pi Villa Celine Bank 28 Ash Ashconf Django Rails Timeedit Øredev Lars video från förra årets Øredev Noctua Prusa Noctuafärgade filament Dummy 13 Titlar Något återkommande gäst I många styrelser Väldigt samma sak Jag säger nej ganska ofta för sällan En professionell ursäkt Grundmurad tooling Superskeptiska till andra människors kod Som styrelsemedlem Nu behöver du boota från något annat En stygg, stygg adapter Anledning att skaffa ett oscilloskop Tvåtusen utspridda bloggposter Trasig bandspelskomponent En ganska brokig spec Fyra mer eller mindre aktiva personer Reviewar Franks pull requests Valla Frank Propagandagrenen Stora specifika ansvar Kontinuerlig vilja att bidra Mycket folk men inte så mycket konferens Bra cykel Sund cykel Ganska lite grind Göra välavvägda svar Ett svar per tvåveckorsperiod Att göra den andra versionen Något udda och speciellt Huvudet fullt av Elixir och Nerves och roliga grejer Sex dagars Elixirfestival En vanlig Goatmire Mest bara peppad Göra brunt och biege till ett brand

tv home sex ko att ett jag llm mastodon nerves sista fredrik mycket bra dummy elixir vps fyra versionen gillar sund huvudet givetvis nabu fairphone ganska anledning trasig kodsnack lars wikman cloudnet

278 - The Rise of the SuperPMM

Modern Startup Marketing

Play Episode Listen Later Aug 24, 2026 8:49

The PMM role is under real pressure right now.VPs of Marketing and CMOs are being asked to do more with less: fewer headcount approvals, leaner teams, tighter budgets. And PMM is often the first place that gets squeezed.Instead of hiring a full-time PMM, companies ask the existing team to absorb the work. Or they bring in a fractional. Or they just... don't do it, and wonder later why GTM feels off.At the same time, the scope of what PMMs are expected to own has exploded.Positioning, messaging, sales enablement, competitive intelligence, content strategy, analyst relations, product launches...and more.And now there's AI on top of it, which hasn't lowered the pressure to produce more, faster.So here's my take: we're at a real inflection point for this role. And in this episode, I explain where I believe we're headed.Here's the LinkedIn post where I talked about it first.Jump in:02:26 - Marketing teams are under pressure to do more with less03:38 - The PMM scope has expanded beyond what it was 5 years ago04:09 - Introducing the "superPMM"04:39 - Using ahaPMM to speed up customer research synthesis05:22 - Building messaging infrastructure with MojoPMM06:07 - Faster creative and landing page production using Claude, Figma, and Vector06:31 - Why AI still needs human judgment07:32 - Execution is democratized, but judgment is not08:17 - Why this topic is getting so much engagementSubscribe to Building With Buyers on Apple or Spotify or wherever you like to listen, and don't forget to leave a review if you're lovin' the show.Anna on LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠linkedin.com/in/annafurmanov⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website (getting a facelift, stay tuned): ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠furmanovmarketing.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠One Insight⁠⁠

spotify ai apple marketing building jump execution positioning cmos figma gtm vps pmm pmms

#118: Even LLMs Hate Jira with Bill Atkins

Side Project Spotlight

Play Episode Listen Later Aug 24, 2026 45:57

Bill Atkins put a Mac mini in his spare room so local models can handle the coding chores he would rather skip, all without sending Stylebook's code to the cloud. Bill joins Kotaro, Steve, and Aaron to unpack his setup with OpenCode, Ollama, and Gemma, including SwiftUI migrations, crash-report utilities, RAM limits, and permission guardrails. Bill and The Trio also compare local models with their bigger cloud counterparts, explore Xcode's growing agentic toolkit, and confirm that even LLMs hate Jira.## Chapters00:00 Meet Bill Atkins 01:36 Why Keep AI Local 04:37 From Aider to OpenCode 09:17 Mac mini RAM and Model Choices 14:22 Permissions and Guardrails 17:17 Putting Local Models to Work 19:24 Coding Workflows and Xcode Agents 27:59 Smaller Models, Macros, and Planning 37:14 Cloud Brains and Local Tradeoffs 43:14 Bill Bot and What Comes Next 44:34 One More Thing: Stylebook 45:52 Tag ## Show Notes- Bill has developed Stylebook with his wife since 2009, and the app is entering its seventeenth year.- Keeping Stylebook's proprietary code away from third parties pushed Bill toward local models.- Aider and Devstral proved the idea, but running them meant closing Xcode and Safari on Bill's 32 GB MacBook.- Apple's WWDC26 MLX session inspired a smoother setup with OpenCode, Ollama, and Gemma on a 24 GB Mac mini.- Bill finds Gemma particularly helpful with UIKit and SwiftUI, while smaller models still need tighter prompts and context.- Bill locks down OpenCode so anything beyond safe directory listings and searches requires permission.- A local model built Bill a Mac utility that turns crash reports into symbolicated stack traces.- Aaron explains custom ACP agents in Xcode, while Steve praises its headless builds and improved SwiftUI preview tools.- Swift macros, tests, migrations, and small utilities are ideal jobs when the work is mechanical but worthwhile.- Aaron lands the final verdict after Steve describes Jira's API: even LLMs hate Jira.## Links**Bill's Local AI Setup**Aider: https://aider.chat/ (terminal AI pair programming with local model support)Run local agentic AI on the Mac using MLX: https://developer.apple.com/videos/play/wwdc2026/232/ (WWDC26 session on MLX, OpenCode, Xcode, and multi-Mac scaling)OpenCode: https://opencode.ai/ (open source terminal, desktop, and IDE coding agent)Ollama: https://ollama.com/ (runs and serves open models)Gemma models: https://ai.google.dev/gemma/docs (Google's lightweight open models)**Coding Agents and Workflows**Writing code with intelligence in Xcode: https://developer.apple.com/documentation/xcode/writing-code-with-intelligence-in-xcode (Apple's agentic coding guide)Skills for Real Engineers: https://github.com/mattpocock/skills (Matt Pocock's skills for planning, testing, and debugging)SPS #105, How Alex Hillman Built an AI Assistant with Claude Code: https://podcast.phillycocoa.org/episodes/105-how-alex-hillman-built-an-ai-assistant-with-claude-code (a VPS assistant using Tailscale and safety guardrails)**Notes, Tasks, and Experiments**Obsidian: https://obsidian.md/ (local-first linked notes)Shadertoy: https://www.shadertoy.com/ (create, browse, and share real-time shaders)**Additional Resource**OmniFocus: https://www.omnigroup.com/omnifocus (task management for projects and next actions)**One More Thing**Stylebook: https://www.stylebookapp.com/ (Jess and Bill Atkins' closet app for outfits, value, and wear)**PhillyCocoa:** https://phillycocoa.orgIntro music: "When I Hit the Floor", © 2021 Lorne Behrman. Used with permission of the artist.

MobileViews 623: Tropical Storm Lala 1st world tech problems rants/observations

MobileViews.com Podcast

Play Episode Listen Later Aug 24, 2026 47:51

In MobileViews 623, recorded on August 23, 2026, Jon Westfall and I reunited after a brief summer hiatus. I congratulated Jon on his official promotion to full professor! The main discussion was my observations and rants dealing with the effects (1st world problems) of Hurricane Lala, which was downgraded to a tropical storm as it passed south of Oahu. While our immediate neighborhood was spared major damage, we experienced an annoying 45.5-hour power outage that instantly killed our wired broadband and degraded local cellular towers. Prior to the storm, I successfully experimented with Google Spark to aggregate emergency updates, but once offline, my only communication lifeline was Apple's satellite messaging service to stay in touch with Jon and my daughter. While the service worked brilliantly, Jon and I strongly criticized Apple's UI design for hiding the satellite settings until a crisis occurs, which prevents users from familiarizing themselves with the interface beforehand. My experience with utilities recovery highlighted a massive gap in customer service "situational awareness". I spent days dealing with AT&T and Spectrum customer service representatives who claimed our services were fully active when hundreds of households in our neighborhood were entirely offline. Jon and I agreed that this is a prime use case for AI coordination. Spectrum, in particular, could have resolved problems if it had what I call an Omniscient AI Analyst monitoring incoming service calls and comparing it to declared operational status. In this case, after one of my neighbors was able to escalate a call to a tier 1 technician, it appears that a service call about a mile away had restore service to at least one customer resulting in the entire region being listed fully online. This resulted in a truck roll late at night (kudos to Spectrum for this) that restored service to our area in a few hours. Related to this AI Analyst concept, Jon recently tested ChatGPT's Codex as a virtual systems administrator on a VPS, finding it incredibly diligent at running backups, simulating disaster recoveries, and analyzing server logs. When traditional digital networks failed us, our most reliable source of hyper-local road conditions and safety information turned out to be our neighborhood postal worker, proving that low-tech human networks still trump broken infrastructure during emergencies. We finished up the episode with a look at new hardware and physical ergonomics. Jon evaluated the Clicks physical keyboard for the iPhone, praising its build quality but admitting his thumb-typing speed has naturally declined in favor of on-screen typing over the last 15 years. I shared who I made an uncomfortable "ergonomic" split keyboard actually comfortable, I bought inexpensive plastic "laptop feet" to give the keyboard a 15-degree lift on its rear side, and I'm eagerly awaiting a bioluminescent keyboard skin to make the low-contrast keys of my MacBook Neo visible in dim light. Our thoughts go out to those on the Big Island and other areas who suffered severe losses and who are still dealing with power and water outages a week after the storm. We hope to have our friend Sven Johannsen back on the show next week to talk about his latest hardware purchases.

ai apple tech iphone chatgpt spectrum rants observations lala ui clicks oahu codex big island vps tropical storms jon westfall

Cursor lança concorrente do GitHub; Novo worm no npm; Novas atualizações do Go e Rust; Novo Linux 7.2; Programação com agentes de IA no Slack [Compilado #259]

Talk Python To Me - Python conversations for passionate developers

Play Episode Listen Later Aug 23, 2026 73:52

Nesse episódio trouxemos as notícias e novidades do mundo da programação que nos chamaram atenção dos dias 15/08 a 21/08.

Ep. 270 - How to Start a Systems Integrator: Scope, Hiring, and the Bottleneck That Is You

Manufacturing Hub

Play Episode Listen Later Aug 20, 2026 75:05

Most people who start a systems integrator expect to keep doing the engineering. Dylan DuFresne explains why that stops being true inside two years.Ask ten people what a systems integrator is and you get ten answers, so Dylan DuFresne starts from first principles: a third party that connects systems which used to sit isolated. The market then splits in two. One is the generalist who has seen a hundred platforms across a thousand facilities and knows how they behave together. The other is the specialist who lives inside one or two stacks. If you know what you are building, hire the specialist. If you are still deciding, the generalist saves you money.Abelara exists because of a pattern Dylan hit repeatedly during more than a decade inside other integrators. By the time a client calls, the platform is chosen, the budget is set, and the outcome is locked in, even when that platform cannot deliver it. His answer was to move upstream into architecture, change management, and business process work with VPs and C suite sponsors. His first question is always why. Why this site, why this machine, why this platform, and what outcome is attached to it.With no clear scope of work, Abelara declines to bid or sells the consulting engagement that produces one. When scope is fuzzy but workable he prices it all in and writes explicit exclusions and assumptions up front. His test before a proposal is one question: what does done look like. A striking number of buyers cannot answer it. He also corrects an instinct: a $200 sensor may beat a $30,000 camera technically and still be the wrong call, because the expensive option is a known quantity and carries less risk.Scaling gets treated as line balancing applied to a company. Find the bottleneck, find the gap in skills or availability, and staff it. Each hire moves the constraint somewhere new, and the hardest part is emotional: letting go of work you enjoy and are good at. On AI, Dylan predicts integration goes back to being integration. A generation of integrators drifted into custom coding, with companies of 400 and 500 people building MES and SCADA stacks from scratch, and he expects code generation to strip that work away. Writing a tool that pulls PLC data to the cloud is easy. Running it reliably and securely 24/7 for a year is not.About Dylan DuFresneDylan DuFresne is co founder and lead architect at Abelara, a manufacturing transformation firm that works with plants as coach, consultant, and integrator. He spent more than a decade inside systems integrators covering robotics, PLCs, SCADA, HMI, recipe management, and ERP integration before starting Abelara with co founder Glenn. He also wrote The Phantom Pallet, a manufacturing fable about data, trust, and transformation.https://abelara.comTimestamps0:00 Introduction4:30 What a systems integrator actually is9:00 Why Dylan and Glenn started Abelara14:00 Following the customer or picking platforms first20:00 Consulting versus integration work25:00 Why integrators get brought in too late32:00 The $30,000 camera and business trade offs36:30 Scope of work and what does done look like43:20 Handing projects to the team and subcontractors52:10 First hires, bottlenecks, and forecasting57:40 AI and the future of systems integration1:05:40 Predictions, career advice, and booksReferencesThe Phantom Pallet by Dylan DuFresne: https://www.amazon.com/Phantom-Pallet-Manufacturing-Fable-Transformation-ebook/dp/B0GGYCK5PRImpro: Improvisation and the Theatre by Keith Johnstone: https://www.amazon.com/Impro-Improvisation-Theatre-Keith-Johnstone/dp/041346430XAbout Your HostsVladimir Romanov is a co-host of The Manufacturing Hub Podcast and the founder of Joltek, an independent manufacturing and industrial automation consulting firm specializing in modernization strategy, digital transformation, and workforce development. Joltek works with manufacturers and investors to de-risk modernization and build the internal capability to sustain results.Connect with Vlad: https://www.linkedin.com/in/vladromanov/Want to go deeper? Vlad and the team at Joltek have covered related topics here:System Integrators: https://www.joltek.com/blog/system-integratorsConsulting, Upskilling, and Systems Integration: https://www.joltek.com/blog/humble-beginnings-consulting-upskilling-systems-integrationDave Griffith is a co-host of The Manufacturing Hub Podcast and founder of Capelin Solutions, an industrial automation firm helping manufacturers adopt smart manufacturing technology. He brings 15 years of experience in industrial automation and digital transformation.Connect with Dave: https://www.linkedin.com/in/davegriffith23/Subscribe to Manufacturing Hub: https://www.manufacturinghub.liveLinkedIn: https://www.linkedin.com/company/manufacturing-hub-networkYouTube: https://www.youtube.com/@ManufacturingHub

ai running writing predictions theater hiring consulting scaling automation industrial manufacturing mes scope vlad erp handing bottleneck upskilling vps plc scada plcs hmi systems integration system integrators keith johnstone systems integrator

#559: 12 Things You Should (and Shouldn't) Do in AWS

Play Episode Listen Later Aug 19, 2026 67:51 Transcription Available

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

online training hero web software i am developers programming blue sky python aws data science online courses mastodon cloud computing ide vps software developers web development mongodb flask nosql pycharm aws security python3 python2

two & a half gamers

Play Episode Listen Later Aug 19, 2026 45:47

FastSpring surveyed 110 senior mobile decision-makers — directors, VPs, C-suite — about direct-to-consumer, and the results premiere right here before Gamescom. The headline: 59% now have a web store, but the 41% who don't are held back by three fears that are all out of date. And the #1 reason studios adopt D2C isn't profit anymore.Matej Lančarič, Jakub Remiar, and Felix Braberg welcome back Chip Thurston (FastSpring) for the sixth D2C episode — a full breakdown of FastSpring's 2026 D2C survey (Q2 2026, 110 respondents, all senior manager or above, 92% from 100+ person studios, 91% doing over $10M/year, split across US/Europe and casual/core). They unpack why web-store adoption barely moved year-over-year (57%→59%) despite 60% planning it — game dev is hard and roadmaps slip — and the three "reasons not to adopt," which Chip reframes as misconceptions: technical complexity (rooted in confusing a merchant of record like FastSpring with a payment service provider like Stripe — the MoR handles all the tax, compliance, and audit exposure for you), damaging Apple/Google relationships (a fear anchored in 2023, when there were real repercussions; in 2026 both platforms have defined, approved D2C compliance paths), and legal uncertainty (the terms are actually solidifying — Epic/Google settling, Apple's Japan/Brazil compliance as the bellwether). The most surprising finding: profit margins ranked only #4 among reasons to adopt — behind brand visibility & loyalty (#1), customer data & insights (#2), and pricing/promotion control (#3). The takeaway: the fears are outdated, the data problem means the industry's "decline" is partly an illusion, and D2C is now about owning the player relationship — not just dodging the 30%.⏱️ TIMESTAMPS00:00 The 2026 D2C survey — who FastSpring actually asked05:30 Adoption barely moved (57%→59%) — why plans slip07:30 Reason #1 not to adopt: "too technically complex"09:30 Merchant of record vs payment service provider, explained16:30 Reason #2 & #3: Apple/Google fear and legal uncertainty25:45 The ping-pong-ball estimate — how much D2C is hidden?32:30 The big surprise: profit is only the #4 reason to adopt39:00 The new terms — Google's 20% fee and Apple's window---------------------------------------For an ever-growing number of game developers, this means that now is the perfect time to invest in monetizing direct-to-consumer at scale.Our sponsor FastSpring:Has delivered D2C at scale for over 20 yearsThey power top mobile publishers around the worldLaunch a new webstore, replace an existing D2C vendor, or add a redundant D2C vendor at fastspring.gg.---------------------------------------This is no BS gaming podcast 2.5 gamers session. Sharing actionable insights, dropping knowledge from our day-to-day User Acquisition, Game Design, and Ad monetization jobs. We are definitely not discussing the latest industry news, but having so much fun! Let's not forget this is a 4 a.m. conference discussion vibe, so let's not take it too seriously.Panelists: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jakub Remia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠r,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Felix Braberg, Matej Lancaric⁠, Chip ThurstonJoin our slack channel here: https://join.slack.com/t/two-and-half-gamers/shared_invite/zt-3bckldvr8-8PXvzciMWdheOzED9hq0SA---------------------------------------Matej LancaricUser Acquisition & Creatives Consultant⁠https://lancaric.meFelix BrabergAd monetization consultant⁠https://www.felixbraberg.comJakub RemiarGame design consultant⁠https://www.linkedin.com/in/jakubremiar

Kodsnack 716 - Dubious lifestyle decisions, with James Smith

Play Episode Listen Later Aug 18, 2026 62:15

Fredrik chats with James Smith about forking Rails for the greater good. The name of the project is Mosscap. (During recording, it still used the temporary name Amiko.) James explains why the forking project has been started, and why many people have been calling for change within the Rails world for a long time. James talks about what has been done so far, the importance of getting more people involved, quickly, technical solutions, and of getting the governance model right. Technology and development in itself isn't really the important focus. Mosscap is place to keep maintaining existing Rails apps, but not necessarily the way to start completely new ones. There may not even be a second major version of Mosscap. There are other projects for that situation. We also discuss James' project Manyfold and how it works to apply for and build software funded by NLNet (EU, essentially) grants. Thank you Cloudnet for sponsoring our VPS! Comments, questions or tips? We a re @kodsnack, @tobiashieta, @oferlundand @bjoreman on Twitter, have a page on Facebook and can be emailed at info@kodsnack.se if you want to write longer. We read everything we receive. If you enjoy Kodsnack we would love a review in iTunes! You can also support the podcast by buying us a coffee (or two!) through Ko-fi. Links James Manyfold - James own project NGI zero Ruby on rails Mosscap - the permanent name Rails needs new governance - blog post with plenty of background on why change is needed Rails is done - blog post about Mosscap, background, and supporting something stable Open letter to the Rails core team last year DHH - David Heinemeier Hansson - you can find his blog posts if you really want to Rubygems - the package manager and system ARPANET Join the Matrix space Gem aliasing Monkey patching Follow Mosscap project on Mastodon Repos for the fork - known as Amiko at the time of recording, now Mosscap Support us on Ko-fi! Amiko - friend in Esperanto Electromagnetic field festival CVE Fediverse Hanakai - another base on which to build Ruby apps Hanami - app framework which is part of Hanakai LTS - long-term support Mosscap's governance documents Fedipub nlnet.nl Titles Tech for good All of our collective intelligence together Some dubious lifestyle decisions Trying really hard to not know why Not taking anything away from anyone Me with a fork Reasons why things won't work I thought it was Japanese Stomping around, being angry in a field You're somebody Somebody should do something A proper security process Many weird technical decisions because of philosophical stances No funding for maintenance We'll be looking after the core Detailed for the likes of me Here's a donation Donation unlocked Grantdown A slightly less tech bro-y future

technology lifestyle open decisions matrix monkeys donations ko gem detailed rails fredrik vps james smith dubious hanami rubygems ngi amiko kodsnack cloudnet

From Startup to IPO: How the CMO of Varonis Has Kept the Same Job for 15 Years, ft. Rob Sobers

DGMG Radio

Play Episode Listen Later Aug 17, 2026 51:33

#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

learning ai business marketing drive entrepreneurship startups b2b newsletter vermont reverse cmo outcome sms javascript cmos growth hacking vps abm stowe cisos sobers varonis

505: The 5 C's of Difficult Conversations

StaR Coach Show

Play Episode Listen Later Aug 12, 2026 35:39

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 Happens When High-Achieving Women Stop Waiting for Permission with Lisa Nash, Terry O'Laoghaire and Karen Ryan

women director confidence write achieving permission stop waiting vps actionthe terry o laoghaire

Play Episode Listen Later Aug 12, 2026 40:53

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.

Kodsnack 715 - Lägsta vagnsnumret söderut, med Dan Berglund

Women's Leadership, Women's Career Development, Business Executive Coaching & Podcast by Sabrina Braham MA PPC

Play Episode Listen Later Aug 11, 2026 62:02

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

data advent mac ios var swift ko vem ett sj mastodon fredrik vps gillar swiftui dan berglund kodsnack cloudnet

Workplace Betrayal Recovery: A Leadership Guide 2026

Play Episode Listen Later Aug 6, 2026

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. ...

EP 233: Why Alignment Breaks Down When Your Leadership Bench Grows Fast

The Executive Appeal

Play Episode Listen Later Aug 5, 2026 35:41

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.

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Kodsnack 714 - Kung Nix, med Jonas Hultén

Play Episode Listen Later Aug 4, 2026 75:25

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

software driver ko ett world of warcraft inte mastodon nytt mot fredrik kung nix raspberry vps tid rak gillar siracusa allting ansible hult derivation kodsnack cloudnet

Stop Waiting for Permission: Confidence, Worthiness and Investing in Yourself with Katy McFee

The Zero100 Podcast: Digitally Reinventing Supply Chain

Play Episode Listen Later Jul 29, 2026 51:27

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.

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The Hidden Timeline of Supply Chain Shocks

Play Episode Listen Later Jul 28, 2026 27:30

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.

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Kodsnack 713 - Ett medelvärde mellan deras rum och mitt kontor

british irish authentic vancouver joe rogan paranormal rumble evp x files unsolved mysteries unexplained metaphysical unreleased creeping vps evps paranormal society

Play Episode Listen Later Jul 28, 2026 49:15

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

tv home ikea sol ko ett detta philips mastodon mitt renault fredrik mellan vps samma deras gillar allting zigbee yaml kontor trettio sjutton kodsnack cloudnet

Authentic EVPS and Other Unexplained Topics: Vancouver Paranormal Society: July 2023 (Unreleased Episode)

Unexplained Inc.

Play Episode Listen Later Jul 25, 2026 67:37

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/

How Do I Handle Promotions?

The Startup Help Desk

Play Episode Listen Later Jul 24, 2026 20:00 Transcription Available

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.

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53: How Women Leaders Get Promoted From Director to VP

SisterSmart Leadership

Play Episode Listen Later Jul 23, 2026 18:58

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:

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598: Hermes Agent – lokalna sztuczna inteligencja zamiast OpenClaw

Nadgryzieni - rozmowy (nie tylko) o Apple

Play Episode Listen Later Jul 23, 2026 158:15

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.

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How Much Are Tech CFOs Actually Making in 2026?

SaaS Metrics School

Play Episode Listen Later Jul 22, 2026 3:46

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

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Kodsnack 712 - När man kan sin modell