Podcasts about Wang

On this week's Insider episode, Joyce Vance is joined by ACLU National Legal Director Cecillia Wang, while Preet is out for his son's college graduation. In an excerpt from the episode, Cecillia discusses the organization's lawsuit challenging Trump's invocation of the Alien Enemies Act to deport alleged Venezuelan gang members. In the full conversation, Cecillia details other ongoing ACLU litigation against the Trump administration, including cases challenging President Trump's birthright citizenship executive order and Trump's revocation of temporary protected status for Venezuelan immigrants. CAFE Insiders click HERE to listen to the full analysis. Not an Insider? Now more than ever, it's critical to stay tuned. To join a community of reasoned voices in unreasonable times, become an Insider today. You'll get access to full episodes of the podcast and other exclusive content. Head to cafe.com/insider or staytuned.substack.com/subscribe.  Subscribe to our YouTube channel. This podcast is brought to you by CAFE and Vox Media Podcast Network.  Executive Producer: Tamara Sepper; Supervising Producer: Jake Kaplan; Associate Producer: Claudia Hernández; Audio Producer: Nat Weiner; Deputy Editor: Celine Rohr; CAFE Team: David Tatasciore, Matthew Billy, Noa Azulai, and Liana Greenway. Learn more about your ad choices. Visit podcastchoices.com/adchoices

AI's breakout moment is here - but where is the real value accruing, and what's just hype?Recorded live at a16z's annual LP Summit, General Partners Erik Torenberg, Martin Casado, and Sarah Wang unpack the current state of play in AI. From the myth of the GPT wrapper to the rapid rise of apps like Cursor, the conversation explores where defensibility is emerging, how platform shifts mirror (and diverge from) past tech cycles, and why the zero-sum mindset falls short in today's AI landscape.They also dig into the innovator's dilemma facing SaaS incumbents, the rise of brand moats, the surprising role of prosumer adoption, and what it takes to pick true category leaders in a market defined by both exponential growth - and accelerated wipeouts.Resources: Find Martin on X: https://x.com/martin_casadoFind Sarah on X: https://x.com/sarahdingwangStay Updated: Let us know what you think: https://ratethispodcast.com/a16zFind a16z on Twitter: https://twitter.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zSubscribe on your favorite podcast app: https://a16z.simplecast.com/Follow our host: https://x.com/eriktorenbergPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures.

Jiu Jitsu Dummies Podcast, presented by Black Belt Digital Marketing and AcademySafe.org Welcome back to Jiu Jitsu Dummies! This week, we dive into the crucial topic of injury prevention and recovery for grapplers with expert guest Dr. Diana Wang, DPT. As a Doctor of Physical Therapy, Diana brings invaluable insights into understanding common Jiu-Jitsu injuries, effective rehabilitation strategies, and practical tips to keep you healthy and on the mats longer. Whether you're a seasoned competitor or just starting your BJJ journey, this episode is packed with knowledge to optimize your training and well-being.   Guest Instagram handle: @openmatphysio   Thank you to Episode Sponsors:  Black Belt Digital Marketing - Request a FREE Review of your company's online presence today! Academy Safe - Join or Donate now  Leheal Biogenix - Regenerative Medicine - Learn More Here Leao Optics - Get 10% OFF with Code: JJD The BJJ Box - Get 20% OFF your first box with Code: JJD20 Jiu Jitsu Dummies Podcast Store - Get 15% OFF with code: JJD   Contact the Dummies @JiuJitsuDummies on Instagram, Facebook, and Twitter or at milton@jiujitsudummies.com to submit questions for consideration on the show. You can now also find us on TikTok @JiuJitsuDummiesPodcast Visit Jiu Jitsu Dummies for more details about the show, becoming a Sponsor, and a list of sites and apps to download or view the podcast.

Breast cancer is the most commonly diagnosed cancer among Asian American, Native Hawaiian and Pacific Islander (AANHPI) women — but far too often, cultural stigma, language barriers and a lack of tailored education prevent early detection and timely care. To celebrate AANHPI Month, we're joined by Dr. Judy Wang, a national leader in cancer prevention and behavioral science at the Georgetown Lombardi Comprehensive Cancer Center. Dr. Wang unpacks how breast cancer uniquely impacts AANHPI communities, and why culturally responsive communication is critical in closing gaps in education, screening and survivorship. She also shares how providers, advocates and researchers can better meet AANHPI women where they are — with humility, trust and cultural understanding.

Since May is both Mental Health Awareness Month and Asian Pacific American Heritage Month, we think it's fitting to reshare this episode with Jane W. Wang. Related Links: https://talkingtaiwan.com/jane-w-wang-navigates-a-multicultural-heros-journey-classic-ep-312/ What we really appreciate about this interview with Jane back in 2021 is how she spoke so openly about how she dealt with her bouts of depression. She also shared how getting back in touch with her roots in Taiwan had a part in leading her to start her coaching practice. While she no longer offers the Multicultural Hero's Journey course that she refers to in this episode, she is still actively coaching clients. It's our hope that Jane's personal story can help destigmatize mental health and create more understanding about the coaching profession.   Here's a little preview of what we talked about in this podcast episode:   Jane's connection to Taiwan How being a third culture kid (TCK) has shaped her identity and life purpose Her career path before becoming a coach Why she wanted to become a coach Her personal journey, the struggles and depression that she dealt with along the way before she became a coach Why she decided not to get a degree in counseling from Columbia University and instead got certified in coaching What is coaching and how it differs from counseling or psychotherapy Jane's own experiences with coaching, being the person being coached by someone else Jane's advice on how to pick a coach to work with The challenges Jane faced in becoming a coach The depression and imposter syndrome she experienced in the process of becoming a coach How Jane dealt with her self-judgment and learned to love herself How Jane dealt with three bouts of depression What she learned from going through depression How someone can identify whether or not they themselves or someone they know is experiencing depression How Jane created her Multicultural Hero's Journey coaching program Who would benefit the most by going through the Multicultural Hero's Journey coaching program Jane's advice for people who are interested in becoming a coach What it takes to be a good coach   Related Links: https://talkingtaiwan.com/jane-w-wang-navigates-a-multicultural-heros-journey-classic-ep-312/  

The Friday Five for May 23, 2025: Field Notes 5.23.2025 Google Announces NotebookLM App AI Actions in Microsoft Windows 11 TikTok Sleep Meditation for Teens 2025 Social Media Marketing Industry Report   Field Notes 5.23.2025: Register for Ritter Insurance Marketing Summits: https://summits.ritterim.com/   Google Announces NotebookLM App: Beaty, Artie. “Google's Popular AI Tool Gets Its Own Android App - How to Use NotebookLM on Your Phone.” Zdnet.Com, ZDNET, 19 May 2025, www.zdnet.com/article/googles-popular-ai-tool-gets-its-own-android-app-how-to-use-notebooklm-on-your-phone/. Peters, Jay. “Google Releases Its NotebookLM Mobile App.” Theverge.Com, The Verge, 19 May 2025, www.theverge.com/news/669828/google-releases-its-notebooklm-mobile-app. Wang, Biao. “Understand Anything, Anywhere with the New NotebookLM App.” Blog.Google, Google Blog, 19 May 2025, blog.google/technology/ai/notebooklm-app/.   Microsoft Announces AI Actions in Windows 11: Warren, Tom. “Microsoft Is Putting AI Actions into the Windows File Explorer.” Theverge.Com, The Verge, 20 May 2025, www.theverge.com/news/670251/microsoft-windows-11-ai-actions-file-explorer-context-menu. Whitney, Lance. “Microsoft's New AI Tool Lets You Edit Images and Summarize Docs Right in File Explorer.” Zdnet.Com, ZDNET, 20 May 2025, www.zdnet.com/article/microsofts-new-ai-tool-lets-you-edit-images-and-summarize-docs-right-in-file-explorer/.   TikTok Sleep Meditation for Teens: Hasan, Sadiba. “Can TikTok Help Young People Take a Break From Screens?” Nytimes.Com, The New York Times, 19 May 2025, www.nytimes.com/2025/05/17/style/tiktok-guided-meditation-sleep.html. Malik, Aisha. “Tiktok Rolls out a New Meditation Feature to Help You Get off the App and Sleep.” Techcrunch.Com, TechCrunch, 15 May 2025, techcrunch.com/2025/05/15/tiktok-rolls-out-a-new-meditation-feature-to-help-you-get-off-the-app-and-sleep/. Roth, Emma. “Tiktok Will Show Teens Guided Meditation after 10pm.” Theverge.Com, The Verge, 15 May 2025, www.theverge.com/news/668051/tiktok-guided-meditation-wind-down-10pm.   2025 Social Media Marketing Industry Report: Stelzner, Michael A. “2025 Social Media Marketing Industry Report.” Socialmediaexaminer.Com, Social Media Examiner, www.socialmediaexaminer.com/social-media-marketing-industry-report-2025/. Accessed 21 May 2025. Learning to Delight in the Limelight ft. Linda Ugelow: https://lnk.to/asg644 Order Your Copy of Delight in the Limelight: https://lindaugelow.com/delight-in-the-limelight/   Resources: 5 Types of Content to Share on Social Media: https://lnk.to/asgf20250131 Best Video Editing Apps for Social Media: https://lnk.to/8xfGo0 Community Engagement & ACA Marketing Suggestions: https://lnk.to/ASG665  From Chill Mode to Growth Mode ft. Christian Brindle: https://lnk.to/brindle2025  Social Media Marketing for Insurance Agents: https://ritterim.com/social-media-ebook/ The Best Books for Insurance Agents: https://ritterim.com/blog/the-best-books-for-insurance-agents/   Follow Us on Social!  Ritter on Facebook, https://www.facebook.com/RitterIM Instagram, https://www.instagram.com/ritter.insurance.marketing/ LinkedIn, https://www.linkedin.com/company/ritter-insurance-marketing TikTok, https://www.tiktok.com/@ritterim X, https://x.com/RitterIM and YouTube, https://www.youtube.com/user/RitterInsurance     Sarah on LinkedIn, https://www.linkedin.com/in/sjrueppel/ Instagram, https://www.instagram.com/thesarahjrueppel/ and Threads, https://www.threads.net/@thesarahjrueppel  Tina on LinkedIn, https://www.linkedin.com/in/tina-lamoreux-6384b7199/   Not affiliated with or endorsed by Medicare or any government agency. Contact the Agent Survival Guide Podcast! Email us ASGPodcast@Ritterim.com or call 1-717-562-7211 and leave a voicemail.

This week on DisrupTV, we interviewed Lord Tim Clement-Jones of the U.K., former Chair of the House of Lords Artificial Intelligence Select Committee and Co-Chair of the All Party Parliamentary Group on Artificial Intelligence, Dr. David Bray, Distinguished Chair of the Accelerator, Stimson Center & Principal/CEO, LDA Ventures Inc., Melody Wilding, author of Managing Up: How to Get What You Need from the People in Charge and Jon Reed, Co-founder of Diginomica. The 400th episode of DisrupTV featured discussions on AI regulation, governance, and the impact of AI on businesses. Lord Tim Clement-Jones emphasized the importance of corporate values and international standards in AI regulation. David highlighted the need for businesses to prioritize AI applications based on business needs and customer expectations. Melody discussed strategies for managing up, including alignment, ownership, and setting boundaries. John critiqued AI vendors for overemphasizing autonomous agents and stressed the importance of human expertise and creativity in AI applications. DisrupTV is a weekly podcast with hosts R "Ray" Wang and Vala Afshar. The show airs live at 11:00 a.m. PT/ 2:00 p.m. ET every Friday. Brought to you by Constellation Executive Network: constellationr.com/CEN.

Martial arts movie stars Ralph Macchio and Ben Wang wax on about their new film, Karate Kid: Legends, out Friday 30th May.Join Chris, Vassos and the Class Behind The Glass every morning from 6.30am for laughs with the listeners and the greatest guests. Listen on your smart speaker, just say: "Play Virgin Radio. Hosted on Acast. See acast.com/privacy for more information.

What if your child could actually learn to manage money—not just play pretend with it?   Teaching kids about money has traditionally involved games, fake dollars, and hypothetical situations. But what if the key to lasting financial habits was giving them real financial experiences? In this eye-opening episode, we talk to the CEO of Stockpile, a financial platform that helps kids and families learn to save, invest, and spend. Victor opens up about his founder journey, raising $45 million, the company's mission-driven design, and how Stockpile empowers kids to make real investment choices while giving parents peace of mind. You'll hear how Stockpile has built a platform that doesn't just teach financial literacy; helps families live it, building lifelong confidence and smart money behaviors. This one's a must-listen for parents, educators, and startup founders alike.   Here are highlights: -Real Financial Literacy for Kids: Research shows kids learn best with real-world experience. Stockpile's platform uses actual money to teach kids saving, investing, and budgeting in a meaningful, lasting way.   -Mission-Driven Design: Stockpile prioritizes saving and investing over spending, with features like "kids choose, parents approve" to foster smart habits and meaningful family money conversations.   -Lessons from the Founder's Journey: Victor shares how his entrepreneurial upbringing and multiple startups led him to Stockpile, including the importance of aligning values, culture, and hiring practices.   -Adapting to Market Volatility: The platform encourages resilience and patience by letting kids make real investment choices and experience gains and losses, reinforcing the importance of long-term strategy.   -Team Culture and Leadership Values: Victor reveals how Stockpile builds a strong remote culture by hiring for fit, investing in internal development, and maintaining transparency and trust across a global team.   About the guest: Victor Wang is CEO of Stockpile, an investing platform empowering the next generation of investors through hands-on learning. With over 25 years as a successful entrepreneur, Victor brings the leadership and passion needed to remove barriers in the financial industry and enable people to own their financial futures.   Victor's belief that today's youth deserve the same opportunities he had when his father came to America with just $40 in his pocket inspired his vision of using Stockpile to make investing accessible for all and give children the power to shape their financial futures. With his background partnering with leading brands like Wells Fargo Bank, American Express, Nike, LEGO, Indian Motorcycle and Jamba Juice, Victor provides the strategic vision and innovation to advance Stockpile's mission of driving financial inclusion.     Connect with Victor:   Website: https://www.stockpile.com/ LinkedIn: https://www.linkedin.com/in/victorwangsf   Connect with Allison: Feedspot has named Disruptive CEO Nation as one of the Top 25 CEO Podcasts on the web, and it is ranked the number 6 CEO podcast to listen to in 2025! https://podcasts.feedspot.com/ceo_podcasts/ LinkedIn: https://www.linkedin.com/in/allisonsummerschicago/ Website: https://www.disruptiveceonation.com/    #CEO #leadership #startup #founder #business #businesspodcast  Learn more about your ad choices. Visit megaphone.fm/adchoices

  Last time we spoke about the February 26th incident. Within the turbulent “ government of assassination” period of 1936 Japan, a faction of discontented junior officers, known as the Kodoha, believed that their emperor, Hirohito, was being manipulated by corrupt politicians. In a desperate bid for what they termed a "Showa Restoration," they meticulously plotted a coup d'état. On February 26, they launched a rebellion in Tokyo, attempting to assassinate key figures they deemed responsible for undermining the emperor's authority. The young officers executed coordinated attacks on prominent leaders, resulting in several deaths, while hoping to seize control of the Imperial Palace. However, their plan unraveled when their actions met with unexpected resistance, and they failed to secure strategic locations. Dark snow blanketed the city as Hirohito, outraged by the violence, quickly moved to suppress the uprising, which ultimately led to the downfall of the Kodoha faction and solidified the military's grip on power, ushering in a new era marked by militarism and radicalism.   #151 The Suiyuan Operation Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. So we last left off with the February 26th incident breaking out in Japan, but now I would like to return to China. Now we spoke a little bit about some influential Japanese politicians in the previous episode. Prime Minister Satio Makoto oversaw Japan from May 1932 to July 1934, succeeded by Prime Minister Keisuke Okada from July 1934 to March 1936. The foreign policy of Japan towards China during the Saitō and Okada administrations exhibited a notable paradox, characterized by two conflicting elements. On one hand, Foreign Minister Hirota championed a diplomatic approach that emphasized friendship, cooperation, and accommodation with China. On the other hand, the military actively undermined the authority of the Nationalist government in northern China, creating a significant rift between diplomatic rhetoric and military action.    The Okada cabinet then endorsed the Army Ministry's "Outline of Policy to Deal with North China" on January 13, 1936. This policy document explicitly proposed the eventual detachment of five provinces, Hubei, Chahar, Shanxi, Suiyuan, and Shandong from the Nationalist government in Nanking. The approval of this outline marked a pivotal moment, as it represented the first official government endorsement of the military's longstanding agenda and underscored the army's evolution from a mere rogue entity operating in the region to the de facto authority dictating the course of Japan's policy towards China. Despite this, on January 22, during the 68th Diet session, Hirota reaffirmed his dedication to fostering better ties with China, to which a representative from the Chinese Ministry of Foreign Affairs responded positively. The Nationalist government in Nanjing also expressed interest in engaging in formal negotiations. However, this diplomatic initiative quickly faltered, and the expected discussions in Nanjing never took place. Shortly thereafter, a mutiny by young army officers on February 26, 1936, led to the fall of the Okada cabinet. Following Prince Konoe Fumimaro's refusal of the imperial mandate to form a new government, Hirota stepped in to establish a cabinet on March 9. General Terauchi Hisaichi was appointed as the Minister of the Army, Admiral Nagano Osami took charge of the Navy Ministry, and Baba Eiichi became the finance minister. Hirota briefly served as foreign minister until Arita Hachirö, who had just submitted his credentials as ambassador to China on March 6, returned to Japan. The Hirota Koki cabinet, established immediately following the February 26 incident further entrenched military influence in politics while allowing interservice rivalries to impede national objectives. In May 1936, Hirota, influenced by army and navy ministers, reinstated the practice of appointing military ministers solely from the ranks of high-ranking active-duty officers. He believed this would prevent associations with the discredited Imperial Way faction from regaining power. By narrowing the candidate pool and enhancing the army's power relative to the prime minister, Hirota's decision set the stage for army leaders to leverage this advantage to overthrow Admiral Yonai's cabinet in July 1940. Arita began his new job by meeting with Foreign Minister Chang Chen while hearing views from the Kwantung Army chief of staff General, Itagaki Seishiro. Yes, our old friend received a lot of promotions. Itagaki had this to say about the Kwantung Army's policy in China "The primary aim of Japan's foreign policy, is the sound development of Manchukuo based upon the principle of the indivisibility of Japan and Manchukuo. If, as is probable, the existing situation continues, Japan is destined sooner or later to clash with the Soviet Union, and the attitude of China at that time will gravely influence operations [against the Soviet Union]." The Kwantung Army's was growing more and more nervous about the USSR following its 7th comintern congress held in July and August of 1935. There it publicly designated Japan, Germany and Poland as its main targets of comintern actions. Japanese intelligence in the Red Army also knew the Soviets were gradually planning to expand the military strength so they could face a simultaneous west and east front war. This was further emboldened by the latest USSR 5 year plan. Alongside the growing Red northern menace, the CCP issued on August 1st a declaration calling upon the Nationalist Government to end their civil war so they could oppose Japan. By this time the CCP was reaching the end of its Long March and organizing a new base of operations in Yenan in northern Shanxi. The developments by the USSR and CCP had a profound effect on Japan's foreign policy in China. The Kwantung Army believed a war with the USSR was imminent and began to concentrate its main force along the border of Manchukuo. The Kwantung Army's plan in the case of war was to seize Vladivostok while advancing motorized units towards Ulan Bator in Outer Mongolia, hoping to threaten the Trans-Siberian Railway near Lake Baikal. Their intelligence indicated the USSR could muster a maximum of 250,000 troops in eastern Siberia and that Japan could deal with them with a force two-thirds of that number. The IJA at that point had inferior air forces and armaments, thus urgent funding was needed. The Kwantung Army proposed that forces in the home islands should be reduced greatly so all could be concentrated in Manchuria. To increase funding so Kwantung leadership proposed doing away with special allowances for Japanese officials in Manchuria and reorganizing the Japanese economic structure. The Kwantung leaders also knew the submarine base at Vladivostok posed a threat to Japanese shipping so the IJN would have to participate, especially against ports and airfields. All said and done, the Kwantung Army planned for a war set in 1941 and advised immediate preparations. On July 23, 1936, Kanji Ishiwara presented the army's document titled “Request Concerning the Development of Industries in Preparation for War” to the Army Ministry. He asserted that in order to prepare for potential conflict with the Soviet Union, Japan, Manchukuo, and North China must have the industries critical for war fully developed by 1941. Ishiwara emphasized the urgent need for rapid industrial growth, particularly in Manchukuo. He followed this request on July 29 with a draft of a “Policy on Preparations for War” regarding the Soviet Union, advocating for immediate reforms to Japan's political and economic systems to facilitate economic expansion and lay the groundwork for future fundamental changes. However, he cautioned that if significant turmoil erupted in economic sectors, Japan must be ready to execute a comprehensive overhaul without delay. At the same time, the Hirota cabinet initiated a review of its policy towards China. In the spring of 1936, a secret committee focused on the Current Situation was formed, consisting of officials from the Army, Navy, and Foreign ministries. Their discussions led to the adoption of the "Measures to Implement Policy toward China" by the Four Ministers Conference on August 11, along with the "Second Outline of Policy to Address North China," which the cabinet approved as part of the "Fundamentals of National Policy" on the same day. The first of these documents outlined the following actionable steps: “1. Conclusion of an anti-Communist military pact. a) To prepare for the conclusion of such a pact, a special secret committee of military experts from both countries should be organized. b) Their discussions should cover the scope and substance of the pact and ways and means of realizing the objectives of the pact.  2. Conclusion of a Sino-Japanese military alliance. A special secret committee, composed of an equal number of delegates from each nation, should be organized to prepare for the conclusion of an offensive and defensive alliance against attack by a third country.  3. Acceleration of solutions of pending questions between China and Japan. a) Engagement of a senior political adviser: The Nationalist government should engage a senior Japanese political adviser to assist in the conduct of the domestic and foreign affairs of the Nationalist government. b) Engagement of military advisers: The Nationalist government should engage military advisers, along with military instructors. c) Opening of airline services between China and Japan: Airline services between China and Japan should be opened immediately. To realize such a service, various means should be used to induce the Nanking authorities to establish an airline corporation in North China, to begin flights between Formosa and Fukien province, and to start test flights between Shanghai and Fukuoka. d) Conclusion of a reciprocal tariff treaty: A reciprocal tariff treaty should be concluded promptly between China and Japan, on the basis of the policy approved by the ministries concerned, with regard to the abolition of the special trade in eastern Hopei province and the lowering of the prohibitively high tariffs. For this purpose Japan should, if necessary, propose the creation of a special committee composed of Japanese and Chinese representatives.  4. Promotion of economic cooperation between China and Japan. Japan should promote cooperation with the common people of China to establish realistic and inseparable economic relations between China and Japan that will promote coexistence and co-prosperity and will be unaffected by changes in the Chinese political situation. “ The document also included suggestions for Japan's economic expansion into South China. This included tapping into the natural resources of the provinces of Fujian, Guangdong, and Guangxi, building a railway between Guangzhou and Swatow, and establishing air routes between Fuchoz and Taipei, which would connect to services in Japan and Thailand. It also called for survey teams to be dispatched to explore the resources of Sichuan, Gansu, Xinjiang, and Qinghai provinces, and for support to be provided to the independence movement in Inner Mongolia. However, these initiatives presented significant challenges. The preface to the "Second Outline of Policy to Deal with North China" cautioned, "In implementing this policy, we must carefully consider the Nanking government's prestige and avoid actions that could prompt it to adopt an anti-Japanese stance in response to the desires of the Chinese people."  On September 19th, six fundamental points for a settlement in North China were dictated to China to “establish a common defense against communism, promoting economic cooperation, lowering tariffs, initiating an airline service between the two nations, employing Japanese advisers, and controlling subversive Koreans." September 22 was set as the deadline for a response from China. While agreeing to some Japanese requests, the Chinese included several counter-demands that the Japanese found completely unacceptable. These demands required Japan to “(a) refrain from using armed intervention or arbitrary actions in its dealings with China, (b) recognize China as an equal and sovereign state, (c) avoid leveraging antigovernment groups or communist elements, and (d) remove any derogatory references to China from Japanese textbooks. The Chinese also insisted that any agreement regarding North China “must precede the annulment of the Tanggu and Shanghai cease-fire agreements, the disbanding of the East Hopei regime, a prohibition on unauthorized Japanese flights over North China, a ban on smuggling activities by Japanese, the restoration of China's right to control smuggling, and the disbandment of the illegal East Hopei government along with the armies of Wang Ying and Prince De in Suiyuan”. Now that mention of a Prince De in Suiyuan brings us to a whole new incident. This podcast series should almost be called “the history of Japanese related incidents in China”. Now we've spoken at great lengths about Japan's obsession with Manchuria. She wanted it for resources, growing space and as a buffer state. Japan also had her eyes set on Inner Mongolia to be used as a buffer state between Manchukuo, the USSR and China proper. Not to mention after the invasion of North China, Inner Mongolia could be instrumental as a wedge to be used to control Northern China. Thus the Kwantung Army began fostering a Mongolian independence movement back in August of 1933. They did so through a special organ led by chief of the general staff Koiso Kuniaki. He began work with the Silingol League led by Prince Sonormurabdan or “Prince So” and another influential Mongol, Prince Demchukdongrob or “Prince De”. Prince De was the West Sunid Banner in Northern Chahar. Likewise the Kwantung Army was grooming Li Xuxin, a Mongol commoner born in southern Manchuria. He had been a bandit turned soldier absorbed into Zhang Xueliangs army. Li had distinguished himself in a campaign against a group of Mongols trying to restore the Qing dynasty to further establish an independent Mongolia. During Operation Nekka Li had served in a cavalry brigade under Zu Xingwu, reputed to be the best unit in Zhang Xueliangs Northeastern border defense army. He led the army's advance unit into western Shandong. Afterwards Li suddenly became friends with Major Tanaka Hisashi, the head of the Special Service Agency at Dungliao where he defected to the Kwantung Army. He soon was leading a force too strong to be incorporated into the Manchukuo Army, thus it was disbanded, but his Kwantung Army buddies encouraged him to move to Tolun in Rehe province. At one point during the Nekka campaign, Li's army was threatened by a strong Chinese counterattack, but they had Manchukuo air support allowing them to capture Tolun. This victory launched what became the East Chahar Special Autonomous District with Li becoming a garrison commander and chief administrator.  Back in time, upon the founding of the Chinese Republic, the affairs of Inner Mongolia fell upon the Bureau of Mongolian and Tibetan Affairs. This was reorganized in 1930 into the Commission on Mongolian and Tibetan Affairs when the provinces of Chahar, Suiyuan and Ningxia were organized. Prince De had been a member of a nationalist group known as the Young Mongols, although his aim was self-determination for Inner Mongolia within China, not independence. The Nationalist government's support for Chinese settlement in Mongol territories and its disregard for Mongol perspectives quickly triggered a rise in Mongol nationalism and anti-Chinese feelings. This was exacerbated by the government's introduction of a law on October 12, 1931, requiring local Mongolian administrative units to consult with hsien officials on matters concerning their administration. The nationalist sentiment was further fueled by the presence of the neighboring Mongolian People's Republic in Outer Mongolia and the establishment of Xingan province in western Manchuria by Manchukuo authorities in March 1932. This new province included the tribes of eastern Inner Mongolia and granted them greater autonomy than other Manchukuo provinces while banning Chinese immigration into it. When Nanjing did not react to these developments, Prince De and his supporters took steps toward gaining autonomy. On July 15th, 1933, Mongol leaders from western Inner Mongolia gathered at Pailingmiao for two weeks to deliberate on a declaration for regional independence. Although many princes were initially hesitant to take this step, they reconvened on August 14 and sent a cable to Nanjing announcing their decision to create an autonomous Mongolian government. The cable was signed by Prince So and Prince De. Over the following two months, additional conferences at Pailingmiao were held to organize the new government, which would operate under Nanking's guidance but without involvement from provincial chairmen. On October 22, Prince Yun, head of the Ulanchap League and a close ally of Prince De, was elected to lead the new regime, with Prince De assuming the role of chief of its political affairs bureau. After receiving a cable from the Mongolian leaders in August, Nanjing quickly sent Minister of the Interior Huang Shao-hung and Xu Qingyang, head of the Commission on Mongolian and Tibetan Affairs, to halt the movement. However, the Mongols declined to travel to Kalgan or Kueisui to meet Huang. In November, as the leader of a special commission appointed by Nanjing, Huang reached an agreement with Yun De and other Mongolian leaders concerning a proposal that abandoned the Mongols' demand for an autonomous government. This agreement was later altered by Nanjing, and its essential points were excluded from a measure approved by the Central Political Council of the Kuomintang on January 17, 1934. The dispute reignited, fueled by the Nationalist government's rising concerns over the anticipated enthronement of Pu Yi in Manchukuo. On February 28, the Central Political Council enacted a measure that outlined "eight principles of Inner Mongolian autonomy" and created the Mongolian Local Autonomous Political Council. Since these principles did not grant authority over foreign and military affairs, powers explicitly reserved for the central government in the January measure, they were seen as a concession to the Mongols and were accepted. On March 7, the central government issued regulations to establish a semi autonomous regime for Inner Mongolia, which was officially launched at Pailingmiao on April 23. Although the council was led by three moderate princes, Prince Yun, supported by Princes So and Sha, the real administrative authority was held by Prince De, who served as the secretary-general. Most of the twenty-five council members were of Mongolian royalty, through whom Prince De aimed to fulfill his objectives. Nevertheless, the Nationalist government seemed to consider the council merely a token gesture to placate De, as Nanking never provided the promised administrative funds outlined in the "eight principle declaration." Was not much of a shock Prince De sought support from the Kwantung Army, which had established contact with him as early as June 1934. Japanese pressures in North China were starting to alter the power dynamics, and after the first Western incident in Jehol in February 1935, it compelled the relocation of Sung Queyuan's army from Chahar to Hopei, providing encouragement to Prince De. In May, he met with Kwantung Army Vice Chief of Staff Itagaki Seishirö, Intelligence Section Chief Kawabe Torashirö, and staff officer Tanaka Ryükichi, where he was officially informed for the first time about the Kwantung Army's intention to assist him. On July 25, the Kwantung Army drafted its "Essentials of Policy toward Inner Mongolia," which regarded Japanese support for cooperation between De and Li Xuxin as part of their strategic preparations for a potential conflict with the Soviet Union. Shortly after this policy was adopted, a conflict arose over who had the authority to appoint the head of the Mongol Xukung banner, situated north of the Yellow River and Paot'ou. Following the death of the previous administrator, Prince Xu declared that he had taken control of the position. In response to a request from the local abbot, Prince Yun, acting in his capacity as chairman of the Mongolian Political Council, dismissed Xu. Xu then turned to Nanking through Suiyuan Provincial Chairman Fu Zuoyi, arguing that the central government held the authority to appoint heads of administrative units. In retaliation, Prince De dispatched troops to Xukung. On November 10, Fu presented a mediation proposal, which was rejected since it not only failed to acknowledge Shih's dismissal but also demanded the withdrawal of De's forces. De refused to pull back, further intensifying his hostility toward the Nanking government. In December, the Kwantung Army attempted to move Li's forces from eastern Chahar into the six Xun to the north of Kalgan, which serves as Chahar's granary. Following the Qin-Doihara agreement, Matsui Gennosuke from the Kalgan Special Service Agency secured a deal to separate these six districts from the southern region predominantly populated by Chinese; a Mongolian peace preservation corps was tasked with maintaining order in the northern area, while a Chinese corps was responsible for the south. During the discussions for an autonomous regime centered around Song Queyuan in North China in November 1935, Kwantung Army troops were concentrated around Gubeikou. To exert pressure on Song's rear, the Kwantung Army proposed replacing the Chinese peace preservation unit in the area north of Kalgan with Li Xuxin's army, which would establish this territory as its base.   The operation commenced on December 8. In a surprise attack just before dawn, Li captured Paochang. By December 12, despite facing strong Chinese resistance and the heaviest snowfall in sixty years, Li, aided by Kwantung Army planes disguised as those of the Manchukuo Airline Corporation, had taken control of Kuyuan. Further advances were halted by an order from Kwantung Army headquarters, and on December 13, it was reported that, had the operation not been stopped, Tokyo would have issued an imperial command. The operation had faced opposition from the Tientsin army, which feared it would weaken Song Queyuan's position just as they were informing Tokyo that the autonomy movement was going smoothly. Additionally, both Britain and the United States publicly expressed strong opposition to the Kwantung Army's involvement in the autonomy movement. However, the directive was ultimately prompted by the emperor's anger upon discovering that a unit of the Kwantung Army led by Colonel Matsui Takurö had advanced to Tolun to support Li's progress. Although Li's advance was halted, the operation undeniably contributed to the formation of the Hopei-Chahar Political Council.   Although the operation was halted, the Kwantung Army remained committed to its objectives. They contended that Li's army's advance into the six districts north of Kalgan was merely a peace preservation unit moving into territory within the truce line established by the Tanggu Agreement. Consequently, on December 29, they ordered Li to advance southward. Li peacefully occupied Changpei the following day and entered Shangtu on December 31. Manchukuo civil officials were appointed to oversee the six districts, and the currency of Manchukuo was introduced, although the existing tax system initially remained unchanged. The Kwantung Army allocated silver worth 6 million yuan to support administrative expenses. This outcome, known as the Eastern Chahar incident, marked a complete success for the Kwantung Army, which then redirected its focus toward Suiyuan Province. Each year, the Kwantung Army developed a secret plan for covert operations for the following year. The 1936 plan included strategies to secure air bases for routes connecting Europe and Asia, targeting Tsinghai and Sinkiang provinces, Outer Mongolia, Western Mongolia, and even remote areas of Ningxia province. In January 1936, staff officer Tanaka Ryūkichi formulated a document titled "Essentials of Policy Toward (Northwestern) Inner Mongolia." This document advocated for the establishment of a Mongolian military government to facilitate Japanese operations in northwestern Mongolia and suggested pushing Fu Tso-yi out of Suiyuan into Shansi province. Tanaka's proposals were incorporated into the final plan of the Kwantung Army, ultimately leading to the Suiyuan incident of November 1936. In February 1936, a meeting at Pailingmiao, where Prince De proposed the independence of Inner Mongolia, resulted in the departure of Prince So and several other Mongolian leaders from the coalition. They sought to establish a rival political council at Kueisui under the protection of Fu Zuoyi. By April, De and his supporters decided to form a military government at Tehua in Chahar, which was officially inaugurated in June as the Inner Mongolian government, headed by De with Li Shou-hsin as his deputy. This new government quickly signed a mutual assistance treaty with Manchukuo, and the emperor granted De the title of prince.   In July, at a conference in Tehua, Tanaka was appointed as the head of the Special Service Agency for Inner Mongolia with the mission of implementing the army's Intelligence Section plans. He traveled to Pingtiqüan alongside Chief of Staff Itagaki and Intelligence Chief Mutō Akira to propose a local anti-Communist agreement to Fu. After failing to convince Fu, he attempted to persuade Sun Tien-ying to form a puppet army but managed to recruit only a bandit from Suiyuan, Wang Ying. The February 26 mutiny in Tokyo heightened anti-Japanese sentiments in China, resulting in increased violence. By August, the construction of an airplane hangar in Paot'ou was halted due to riots by local Chinese residents. On August 13, a group of fifteen Japanese, led by Nakajima Manzo, was ambushed while delivering ammunition to a pro-Japanese leader who was shortly thereafter assassinated. Chinese soldiers from Wang Qingkuo's 70th Division carried out the attack, and tensions escalated as the arrival of ammunition and Japanese laborers in Kalgan prompted border villages to strengthen their defenses.   By late September, Tanaka's "Guidelines for the Execution of the Suiyuan Operation" received approval, with operations set to commence in early November. The plan evolved from a covert mission into a personal initiative by Tanaka, financed largely through funds from the Kwantung Army's secret services and profits from special trading in eastern Hopei. Tanaka claimed to have transported 600,000 yen to Tehua in October and later sent 200,000 yuan into Inner Mongolia, estimating total expenses at approximately 6 million yen. He acquired new weaponry from the disbanded Northeast Army and established three clandestine forces: Wang Ying led 500 men, including artillery; Qin Xiashan commanded 3,000 from Sun Tienying's army; and Chang Futang also led 3,000 specialized units. During strategic meetings, Tanaka dismissed proposals for unified command and refusing to integrate secret units into the Mongolian army. He advocated for the slogan "Overthrow Chiang Kai-shek," while Matsui managed to include "Independence for Inner Mongolia."   The Japanese had developed the entire battle strategy. The 1st Army, commanded by Li Xuxin, would serve as the left flank, while the 2nd Army, led by Demchugdongrub, would be positioned on the right. Wang Ying's forces were designated as the central force. Their initial targets would be Hongort, Xinghe, Tuchengzi, and Guisui city, followed by a division to seize Jinging, Baotou, and Hetao. On November 13, Prince Demchugdongrub's and Wang Ying's forces left Shandu in two columns to assault Xinghe and Hongort. By the 15th, 1,500 troops reached Hongort, where they engaged the 1st Cavalry Division led by Peng Yubin. The next day, Ryukichi Tanaka, Demchugdongrub's chief advisor, sent two cavalry brigades and one infantry brigade to capture the town, effectively overrunning its defenders. Meanwhile, Wang Ying dispatched a smaller group to secure Tuchengzi.   Fu Zuoyi established his headquarters in Jining that same day. After assessing the situation, he concluded that if the enemy secured Hongort, it would diminish his defenders' morale. Consequently, he launched a counterattack. Peng Yubin led a joint force of the 1st Cavalry Division and Dong Qiwu's 218th Brigade to confront around 400 of Wang Ying's men defending Hongort and Tuchengzi. By 7 AM on the 18th, Tuchengzi was reclaimed, and at 8:30 AM, the 1st Cavalry Division entered Hongort, charging through 500 of Wang Ying's soldiers. The struggle for Hongort persisted for over three days, resulting in nearly 1,000 casualties before Fu Zuoyi regained control.   As the tide shifted against the invaders, Fu Zuoyi initiated an offensive toward the Bailing Temple, the rear base of the enemy, well-stocked and defended by 3,000 men under Prince Demchugdongrub. Fu Zuoyi ordered the 2nd Cavalry Division, along with the 211th and 315th Brigades, the 21st Artillery Regiment, and a convoy of 20 trucks and 24 armored vehicles to assault the Bailing Temple as quickly as possible. Taking advantage of the Mongolian chaos, Fu Zuoyi's 35th Brigade executed a flanking maneuver west of the Bailing Temple amid a severe snowstorm.   At 1 AM on the 24th, the battle for the Bailing Temple commenced as the Chinese engaged the Mongolians for the fortified positions around the temple. From 2 to 4 AM, the Chinese advanced closer to the temple walls, facing artillery and machine-gun fire. They launched desperate frontal assaults against the city gates, suffering heavy losses. A fierce stalemate ensued, with Japanese aerial bombardments causing significant casualties to the Chinese forces. Fu Zuoyi subsequently ordered all armored vehicles to converge at the main city gate. Despite intense fire, the armored cars managed to breach the gate, allowing Chinese infantry to flood into the temple area. The resulting carnage within the temple walls led to 900 Mongol deaths, with 300 captured as the rest fled. The Chinese suffered 300 casualties but secured the strategically vital rear base, along with a substantial stockpile of provisions, including 500 barrels of petrol, 600 rifles, 10 machine guns, vehicles, and field guns. Following the devastating defeat at Bailing Temple, the invaders regrouped at Xilamuleng Temple. On the 28th, the Japanese sent 100 vehicles to transport 3,000 troops to prepare for a significant counteroffensive to recapture Bailing Temple. On the 29th, Wang Ying personally led 2,000 cavalry north of Shangdu to Taolin in an attempt to contain the enemy. However, after he left the bulk of his forces at Xilamuleng Temple, officers from the Grand Han Righteous Army secretly began negotiating to defect to the Chinese side, undermining the forces needed for the counterattack against Bailing Temple.   The counteroffensive commenced on December 2nd, with 10 armored vehicles and 1,000 Mongol troops leading the charge at 6 AM. They were pushed back by the heavily fortified 211th Brigade, which was well-supplied with machine guns and artillery. The following day, at 3 AM, the Mongols attempted a surprise attack but faced an ambush as they crept toward the temple. They incurred hundreds of casualties, with 230 men either captured or having defected. After this, the counterattack stalled, as the Mongol forces couldn't approach within 3 miles of the temple. Subsequently, the Chinese 2nd Cavalry Division launched a pincer maneuver, causing significant casualties among the invaders. By 9 AM, the enemy had suffered 500 casualties and was in retreat. At 7 PM, Fu Zuoyi ordered another counteroffensive. By the next morning, hundreds more had been lost, and several hundred soldiers were captured. With such heavy losses, the defense of Xilamuleng Temple weakened significantly, prompting more officers to defect to the Chinese. Late on the 4th, Fu Zuoyi assembled a force comprising two cavalry regiments, one infantry regiment, one artillery battalion, four armored vehicles, and a squadron of cars to launch a nighttime assault on Xilamuleng Temple.   Meanwhile, the 2nd Cavalry Division clashed with Wang Ying's cavalry 30 miles northeast of Wulanhua. Wang Ying's 2,000 cavalry had been raiding nearby villages to create diversions, drawing enemy forces away from the Bailing-Xilamuleng theater. By the 9th, Wang Ying's cavalry were encircled in Xiaobei, where they were nearly annihilated, with Wang escaping with around a hundred guards toward Changpei. On the 7th, some Grand Han Righteous Army officers set in motion plans to defect to the Chinese side. Early on the 9th, these officers led their men to invade the residence of Japanese advisors, killing all 27 Japanese officers under Colonel Obama. Simultaneously, Fu Zuoyi's forces executed a flanking maneuver against the Xilamuleng Temple amidst the chaos. With mass defections, the Chinese forces surged into the temple area, resulting in the invader army disintegrating in confusion and surrender. After seizing the temple, the invaders were routed, their lines of communication severed, and only isolated pockets continued to resist. Taking advantage of the confusion, Fu Zuoyi launched simultaneous attacks, attempting to capture Shangdu. However, Yan Xishan sent him a telegram, ordering him to halt, stating that Shangdu fell under the jurisdiction of Shanxi and not Suiyuan.   In response to the loss, Tanaka planned a counteroffensive with Qin's troops, but Chiang kai-shek commanded a strong defense of Pailingmiao, successfully outmaneuvering Tanaka's strategies. The resurgence of Chinese forces led to the disintegration of Qin's troops, who revolted and eventually joined the Nationalist army. The Kwantung Army aimed to redeploy its forces for recovery but faced opposition from Tokyo, which criticized the situation. After Chiang kai-shek was kidnapped by Zhang Xueliang on December 12, Tanaka and Prince De seized the opportunity to reassess their strategy. Ultimately, the Kwantung Army decided to abandon efforts to reclaim Pailingmiao, marking the official end of hostilities on December 21. The Suiyuan incident ultimately strengthened Chinese resolve against Japan and increased international distrust.   The defeat of Japan's proxy forces inspired many Chinese to advocate for a more vigorous resistance against the Japanese. The triumph in Suiyuan was celebrated throughout China and surprised the international media, marking the first occasion where the Chinese army successfully halted a Japanese unit. Delegations traveled from as distant as southern Chinese provinces to encourage the defenders to continue their fight. Captured Japanese weapons and equipment served as proof of Japan's involvement in the conflict, despite Japan's Foreign Minister Hachirō Arita claiming that "Japan was not involved in this conflict in Suiyuan at all." After his defeat, Prince Demchugdongrub and his Inner Mongolian troops retreated to northern Chahar, where he had to reconstruct his army due to significant losses. The Japanese implemented new regulations for the Mongolian Army to enhance its effectiveness, and efforts to recruit new soldiers commenced.   I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. More incidents and more battles to seize territory raged in North China. However things did not go according to plan for the Japanese and their puppets. The tides had turned, and now a more angry and invigorating China would begin lashing out against the encroachment. It was only a matter of time before a full blown war was declared. 

Hour 3 of A&G features... Trump goes after Bruce Springsteen & energy regulations on the outs The Mexican Navy ship collision Joe Biden's health Medicaid numbers See omnystudio.com/listener for privacy information.

Hour 3 of A&G features... Trump goes after Bruce Springsteen & energy regulations on the outs The Mexican Navy ship collision Joe Biden's health Medicaid numbers See omnystudio.com/listener for privacy information.

Jiang Zhaopeng, an 18-year-old medical student, faced a life-or-death test on Saturday—not in an exam hall, but in the backseat of a car, where he performed life-saving CPR on a classmate who went into cardiac arrest.上周六，山东烟台18岁的医学生姜昭鹏经历了一场生死考验——在赴考途中，他在网约车后座为突发心脏骤停的同学实施心肺复苏。Jiang and his classmate were heading to take the spring college entrance exam when the emergency unfolded unexpectedly. Both attend Shandong City Service Technician College in Yantai, a coastal city in Shandong province.当意外的紧急情况发生时，姜和他的同学正准备参加春季高考。他们两人都在山东省沿海城市烟台的山东城市服务职业学院就读。At about 8:10 am, the two boarded a ride-hailing car bound for the testing site. Just a minute later, Jiang's classmate collapsed onto his lap, showing signs of a heart attack, seizure and cardiac arrest.上午8时10分，两人搭乘网约车前往考点。车辆启动仅一分钟后，姜昭鹏突然发现邻座同学倒在自己腿上，出现心脏骤停征兆。"I thought he was just tired at first," Jiang said. But then the classmate began gasping and convulsing, violently kicking the front seat before suddenly going limp. He soon stopped breathing.“起初我以为他只是太累了，”姜昭鹏回忆道。但随后该同学开始剧烈喘息抽搐，双腿猛踹前座后突然瘫软，他很快停止了自主呼吸。Drawing on first aid skills learned in school, Jiang quickly sprang into action. He laid his classmate flat and began performing cardiopulmonary resuscitation, alternating with rescue breathing.凭借在校学习的急救技能，姜立即展开施救，他把同学平放后开始交替进行心脏复苏和人工呼吸。"Go to the hospital," Jiang told the driver, Wang Tao.姜绍鹏告诉司机王涛(Wang Tao)改道去医院。Wang alerted the local traffic police and sped to the hospital, running six red lights and arriving in just seven minutes—half the usual time.司机王涛立即联系当地交警部门，在确保安全的前提下连闯六个红灯，仅用7分钟便将患者送达医院（常规车程需15分钟）。Only after ensuring his classmate was under professional care did Jiang notify school officials about the emergency situation. He then rushed to the exam site, but arrived too late to take the 9 am Chinese language test.在确保同学已获得专业医疗救治后，姜昭鹏才向校方报告紧急情况。随后他匆忙赶往考场，但错过了上午9点的语文考试。Doctors later confirmed that Jiang's classmate would recover without brain damage.院方后续确认，被救同学将完全康复且无脑损伤。"The first four minutes of CPR in the car were absolutely vital," said Yang Haiyan, head of the emergency department at the East Hospital of Yantaishan Hospital.“车内实施的心肺复苏术前四分钟至关重要，”烟台山医院东院区急诊科主任杨海燕表示。"The patient received 29 minutes of resuscitation in the hospital and eight defibrillations before his heartbeat stabilized at 8:50 am," Yang said.杨海燕说：“患者在医院接受了29分钟的心肺复苏和八次除颤，直至上午8点50分心跳才恢复稳定。”Though he missed the exam, Jiang said he has no regrets about his decision.尽管错过考试，姜昭鹏表示对自己的决定无怨无悔。"Exams can be retaken, but a life cannot," he said."考试可以重考，但生命不能重来。"他说。The story quickly went viral after it was shared online, drawing widespread praise from netizens.该事件在网上传开后迅速引发热议，收获网友广泛赞誉。"Without Jiang and the driver Wang, our child wouldn't have survived the 40-minute cardiac arrest," the survivor's parents wrote in the comment section of the video.“如果没有姜同学和司机王师傅，我们的孩子不可能在心脏停跳40分钟后生还，”获救者父母在视频评论区写道。Four days after the incident, education authorities arranged a make-up exam with a backup test paper for Jiang.事发四天后，教育部门为姜昭鹏安排了备用试卷的补考。"I'm so grateful for this make-up exam," he said.“我非常感激这次补考机会，”他表示。The spring college entrance exam is a crucial opportunity for vocational school students like Jiang to pursue higher education.春季高考对姜昭鹏这样的职校学生而言是升学的关键通道。Both Jiang and Wang have received official commendations from Yantai's local authorities and were honored as model individuals for their actions. They have also been recommended as candidates for the "China Good Person List" for the second quarter of 2025.目前，姜昭鹏与司机王涛已获烟台市政府通报表彰，被授予“模范个人”称号，并获推荐参评2025年第二季度“中国好人榜”。CPR (cardiopulmonary resuscitation)心肺复苏术; 心肺复苏seizure癫痫发作cardiac arrest心脏骤停first aid skills急救技能make-up exam补考

This episode recorded live at the Becker's 3rd Annual Spring Payer Issues Roundtable features Ty Wang, Co-Founder and Chief Executive Officer of Angle Health. Ty shares how Angle Health is using AI and human-centered advocacy to improve member experience, lower costs, and drive innovation in health plan delivery.

This week on DisrupTV, we interviewed Karthik Narain, Group Chief Executive, Technology and CTO at Accenture, Patrick McGee, Author of Apple in China: the Capture of the World's Greatest Company, and Andrés Tapia & Michel Buffet, Co-authors of The 5 Disciplines of Inclusive Teams: Unlocking Collective Power to Achieve Breakthrough. We discussed AI's transformative impact with Karthik, who highlighted the tech vision's 25-year history and the pivotal role of AI in driving future growth. Patrick's book, "Apple in China," explored the unintended consequences of Apple's supply chain strategy, which significantly boosted China's electronic sector. Andrés Tapia and Michel Buffet discussed the importance of inclusive teams, emphasizing the need for human connection and AI integration to enhance productivity and innovation. DisrupTV is a weekly podcast with hosts R "Ray" Wang and Vala Afshar. The show airs live at 11:00 a.m. PT/ 2:00 p.m. ET every Friday. Brought to you by Constellation Executive Network: constellationr.com/CEN.

Audio Summary of the May 2025 Issue by Dr. Jian'an Wang.

Commentary by Dr. Jian'an Wang.

This episode recorded live at the Becker's 3rd Annual Spring Payer Issues Roundtable features Ty Wang, Co-Founder and Chief Executive Officer of Angle Health. Ty shares how Angle Health is using AI and human-centered advocacy to improve member experience, lower costs, and drive innovation in health plan delivery.

Have you ever considered how the power of myth can make an impact on your life? Did you know it can affect your ability to grow, evolve and love?Spiritual counselor and Tarot master Letao Wang demonstrates how myth and astrology permeate our very existence with the help of CHEK Practitioners Sasha Andrious and Allen Simkovich this week on Spirit Gym. Plus, Paul shares his valuable insights with Allen and Sasha based on his four-plus decades of work with clients!Learn more about Letao and how to work with him at his Healing Kingdom website and via social media on YouTube and Instagram. Find Sasha and Allen on Instagram. Timestamps8:18 Sasha's challenge with balancing her body.15:59 A cluster of planets.25:19 Face your fears.33:33 Are you the audience or actor of your life?42:41 Find your tribe.50:38 Chiron, the wounded healer.1:00:06 The key third Chakra question: Who am I?1:13:06 The myth of Dido.1:28:20 Allen's journey after a nearly fatal skiing accident.1:36:10 Knee problems, stability and moving forward.1:53:51 The House of Self-Undoing.2:01:13 Be the Elephant and trust.2:14:24 Working with the Pain Teacher.2:22:40 The unconscious expectation you make with your doctor.2:36:04 The greatest of Hercules' labors.2:41:47 Where is the home of your soul?2:49:40 “The soul is to the body what vision is to the eye.”ResourcesOracle of the Celestial Deities Tarot card deck by Letao WangOracle of the Mythic Heroes Tarot card deck by Letao WangLegends, Heroes and Villains Oracle card deck by Letao WangThe Power of Now by Eckhart TolleBody Eloquence: The Power of Myth to Awaken the Body's Energies by Nancy MellonPaul's Living 4D conversations with Diane Poole Heller and Letao WangMusic Credit: Meet Your Heroes (444Hz) by Brave as BearsAll Rights Reserved MusicFit Records 2024 Thanks to our awesome sponsors:PaleovalleyBIOptimizers US and BIOptimizers UK PAUL10Organifi CHEK20Wild PasturesCHEK Institute Spring ATP SaleHerbal Alchemy Workshop We may earn commissions from qualifying purchases using affiliate links.

Max Wang is a life long-Scouter and Eagle Scout.  His scouting journey has taken him from one cost to another, and today he continues to be active in Sea Scouts in Arlington, VA.  Max recounts impactful stories from his time on trek as a participant, and highlights the various transferable skills he learned while working in Logistics in 2017 - including emergency management and incident command.  All of which he utilized when he enlisted in the United States Coast Guard.  Philmont Experience2012 - Trek participant2014 - OA Trail Crew2017 - Logistics StaffNotable MentionsEric MartinezRegina EngleJohn Mark LampleyJosiah DevoeSid CovingtonSara SutterCory MullensGrant ReiglemanDavid O'NeillTom GuigniMark AndersonNate LaySupport the show

In this episode of The Jiujitsu Mindset, Pete Deeley welcomes Dr. Diana Wang, a physical therapist with a passion for Jiujitsu. Dr. Wang shares her journey from a high school student interested in sports medicine to a physical therapist focused on the Jiujitsu community. They discuss the intersection of physical therapy and Jiu-Jitsu, including the unique mindset of Jiu-Jitsu athletes and the importance of tailored rehabilitation. Dr. Wang also reflects on her personal experiences in Juujitsu, including her thoughts on competition and the significant impact Jiujitsu has on people's lives. Throughout the conversation, the emphasis is on the community, personal growth, and maintaining a balanced approach to training and healing.   00:00 Introduction and Welcome 00:58 Guest Introduction: Dr. Diana Wang 01:23 Dr. Wang's Journey to Physical Therapy 04:38 Discovering Jiujitsu 05:53 Merging Jiujitsu and Physical Therapy 06:35 Rehabbing Jiujitsu Athletes 13:53 The Psychology of Healing 14:56 Alternative Career Paths 17:08 The Role of Competition in Jiujitsu 23:28 Impact of Jiujitsu on Lives 30:15 Conclusion and Contact Information

Commentary by Dr. Jian'an Wang.

Commentary by Dr. Jian'an Wang.

Commentary by Dr. Jian'an Wang. 

Commentary by Dr. Jian'an Wang.

In Beijing's historic Qianmen area, a marriage registration office opened on Saturday in the bustling Dashilan shopping area, amid a cluster of photo studios and shops offering wedding-related services.在北京历史悠久的前门地区，一家婚姻登记处上周六在大栅栏商业街区正式启用，周边聚集着众多摄影工作室和婚庆服务机构。On the same day, a revised version of marriage registration rules started to take effect in China, historically leaving out the former requirement that both the bride and groom need to present their hukou, or the certificate of household registration status, which had been in place since the 1980s.与此同时，新修订的《婚姻登记条例》于当日在全国正式施行，具有历史意义地取消了自上世纪80年代起实施的新娘和新郎都需持户口簿办理登记的要求。Foreseeing that the policy revision—mainly to make marriage registrations and related services more convenient—would bring a surging number of registrants, the civil affairs authority set up the new registry to better serve couples.为应对此次以提升婚姻登记便民服务水平为核心的政策调整可能带来的登记量激增，民政部门特别增设了这处全新登记场所，以更好地为夫妻提供服务。"Previously, the newlyweds needed to go to the places of their household registration and take the hukou booklets for marriage registration. From now on, they just need to show their ID cards to tie the knot at marriage registration offices anywhere in the country," said Bian Zhihui, a registrar at the new office in downtown Beijing.工作人员边志辉（Bian Zhihui）介绍：“以往新人必须返回户籍所在地，并携带户口簿才能办理结婚登记。新政实施后，全国范围内任一婚姻登记处只需查验身份证即可为新人办理结婚登记。”From checking ID cards and photos of the newlyweds and guiding them to fill in the forms, to verifying the information through a nationalized computer network, the whole registration process takes about only 10 minutes.从核验新人身份证件及合影照片、指导填写申请表，到通过全国联网的信息系统进行数据比对，整个过程仅需约十分钟即可完成。Bian said the new rule is among a slew of pro-marriage and childbearing policies promulgated by the Chinese government to streamline procedures and give incentives for people aiming to start families.边志辉（Bian Zhihui）表示，这项新规是中国政府为简化行政流程、提升婚育激励而推出的系列政策之一，旨在通过制度优化鼓励适婚人群组建家庭。China recorded 1.81 million marriage registrations in the first quarter of this year, marking an 8 percent drop from the same period in 2024, according to data from the Ministry of Civil Affairs.民政部数据显示，今年第一季度全国结婚登记量为181万对，较去年同期下降8%。After nine consecutive years of decline, China's marriage registration numbers saw a brief rebound in 2023. However, the downward trend resumed last year, with registrations falling to their lowest level since 1980.在经历连续九年下滑后，我国结婚登记量曾在2023年出现短暂回升，但去年这一下降趋势再度延续，登记人数已降至1980年以来历史新低。The new marriage registration office is located in a traditional courtyard building and boasts a one-stop service, allowing couples to choose wedding dresses and suits, take wedding photos or purchase marriage souvenirs.新设立的婚姻登记处坐落于传统四合院建筑群中，提供从婚纱礼服挑选、结婚照拍摄到婚庆纪念品购置的一站式服务。A 15-minute walk from the office is the marriage registration service center of the Civil Affairs Bureau of Beijing's Xicheng district. The center has registered more marriages than anywhere else in the capital.该登记处与西城区民政局婚姻登记服务中心仅相距15分钟步程，是北京市婚姻登记量最大的服务机构。Xu Zongyi said the center, of which he is a deputy director, recorded nearly 20,000 marriage registrations last year.其副主任徐宗义（Xu Zongyi）透露，2023年该中心办理结婚登记近2万对。Xu expects the latest rule change to boost marriage registration by 20 to 30 percent.徐主任预计，此次政策调整将使辖区婚姻登记量实现20%至30%的增幅。On Saturday, there were approximately 1,700 marriage registrations recorded in Beijing, among which about 900 pairs were not permanent residents of the capital. Various Chinese provinces and cities have done more than just cut red tape to boost marriage and fertility rates.上周六，北京市共办理约1700对结婚登记，其中约900对新人非本市户籍居民。中国各地政府为提升结婚率和生育率，已推出一系列超越简化行政程序的创新举措。In March this year, the provincial government of Zhejiang issued a notice calling local authorities to improve marriage and fertility support policies, with recommended incentives including the distribution of cash in the form of "wedding red envelopes" or consumption vouchers to newlyweds.今年3月，浙江省政府发布通知，要求各级地方政府完善婚姻及生育支持政策，鼓励采取多种激励措施，其中包括向新婚夫妇发放“婚庆红包”或消费券等。Yan Yan from the Civil Affairs Bureau of Shenyang, capital of Liaoning province, told Xinhua News Agency that a government-sponsored group wedding for 52 couples is slated for May 22, with the ceremony to be held in the historic Shenyang Palace Museum.辽宁省会沈阳市民政局婚姻登记处负责人闫岩（Yan Yan）向新华社透露，一场由政府主导的集体婚礼盛典定于5月22日在沈阳故宫博物院举行，届时将有52对新人参与这场文化底蕴深厚的仪式。"Through the group wedding, we advocate new ways of getting married by infusing traditional customs with the new trend of thrifty practices," Yan said.“通过将传统婚俗与新时代节俭风尚有机融合，我们旨在通过集体婚礼形式倡导文明简约的婚庆新风尚。”闫岩（Yan Yan）在接受采访时强调。Liu Qing and Yao Wenjiu, both working in Shenyang away from their home cities, plan to get married this month.在沈工作的异地青年刘清（Liu Qing）与姚文久（Yao Wenjiu）计划本月完成婚姻登记。"The new rule allows us to do it more conveniently in the city where we work—you don't have to go back home to 'steal' hukou booklets from parents," Liu said.刘清（Liu Qing）表示：“新规实施后在工作地就能办理婚姻登记，再也不用像过去那样专程回老家找父母'借'户口簿了。”While marriage is legally determined and executed autonomously by the parties involved, parental approval and endorsement remain culturally paramount in Chinese marital traditions. For young adults whose household registration remains jointly registered with their parents—even if they live and work elsewhere—previous regulations required them to obtain the family's hukou booklet to complete marriage registration. This effectively meant that registering a marriage first necessitated parental awareness and consent.在中国传统婚姻文化中，尽管婚姻关系的缔结在法律层面由当事人自主决定，但父母的认可与祝福仍具有至关重要的文化意义。值得注意的是，对于户籍仍与父母共同登记（即便其本人在异地工作生活）的适婚青年群体，既往政策要求婚姻登记必须提交家庭户口簿，这实际上意味着需要父母知情且同意后才能登记结婚。Wang Jun, a marriage and family counselor, said marriage registration reform eliminates the mandatory household registration booklet requirement, granting individuals full autonomy in marital decisions.资深婚姻家庭咨询师王君（Wang Jun）表示，此次婚姻登记制度改革废除了户籍簿的硬性规定，切实保障了公民在婚姻决策中的充分自主权。With more than 10 years of experience, Wang volunteers as a counselor at the Xicheng district marriage registration service center.拥有十余年从业经验的王君（Wang Jun）目前在西城区婚姻登记服务中心担任志愿咨询师。"Parents' opinions are traditionally deemed authoritative to help their children choose the 'right' spouses and avoid risks in future marriage. Nowadays, many young people are more inclined to seek help through counseling," Wang said.她分析道：“传统观念认为父母的意见具有权威性，能帮助子女甄选'合适'的婚配对象，规避未来婚姻风险。但如今更多年轻人倾向于通过专业咨询寻求婚恋指导。”However, she warned that under the rule, there might be a higher possibility of impulsive "flash marriages" and divorces, especially among young people who lack experience in intimate relationships and family issues.不过她特别指出，新规实施后冲动型“闪婚”及后续离婚现象可能增多，尤其在缺乏亲密关系经营能力和家庭矛盾处理经验的青年群体当中。marriage registration office婚姻登记处take effect生效household registration户籍;户口登记newlyweds/'nju:lɪˌwed/n. 新婚夫妇; 新婚的人flash marriages闪婚

As external uncertainties continue to escalate, consumption, particularly in the services sector, is poised to assume an increasingly important role in underpinning the Chinese economy this year, analysts said.分析人士指出，随着外部不确定性持续加剧，消费特别是服务消费将在今年中国经济中扮演愈发重要的支柱角色。A high-level meeting convened by China's top leadership in late April placed high premiums on efforts to boost services consumption and strengthen the role of consumption in driving economic growth.今年4月下旬召开的中央高层会议明确提出，要着力扩大服务消费，进一步增强消费对经济增长的拉动作用。The meeting held by the Political Bureau of the Communist Party of China Central Committee also called for a swift removal of restrictive measures in the consumption sector.中共中央政治局会议还要求，抓紧破除消费领域存在的限制性措施。Before the tone-setting meeting, Commerce Minister Wang Wentao said in mid-April that "expanding services consumption will be instrumental in further tapping into untapped consumption potential and in creating a crucial engine to drive consumption growth, both in the near term and the longer run."在此次定调会议之前，商务部部长王文涛（Wang Wentao）4月中旬曾表示，“扩大服务消费，扩大服务消费将有助于进一步挖掘未开发的消费潜力，推动形成消费新引擎，拉动短期和长期的消费增长。”International evidence suggests that when a country's per capita GDP reaches around $15,000, its consumption structure transitions from being goods-dominant to being services-driven. Given that China's per capita GDP has already surpassed $13,000, the country's services consumption is now in a rapid growth stage, Wang said in a published article in Qiushi Journal, the flagship magazine of the CPC Central Committee.王文涛在中共中央机关刊《求是》杂志撰文指出，国际经验表明，当一国人均GDP达到1.5万美元左右时，消费结构会从以物质消费为主转向以服务型消费为主。中国人均GDP已超过1.3万美元，服务消费正处在快速发展阶段。In the first quarter of this year, retail sales of services grew by 5 percent year-on-year, outpacing the growth rate of goods retail by 0.4 percentage point, data from the National Bureau of Statistics showed.国家统计局数据显示，今年一季度，服务零售额同比增长5%，增速较商品零售快0.4个百分点。Analysts believe that services consumption will be a primary area of focus in the government's forthcoming policy initiatives.分析人士认为，服务消费将成为政府后续政策发力的重点领域。"The country's trade-in policies have predominantly targeted the consumption of durable goods, which might front-load future demand," said Xu Tianchen, senior economist at the Economist Intelligence Unit.经济学人智库高级经济学家徐天辰（Xu Tianchen）表示：“当前国家实施的以旧换新政策主要针对耐用消费品，这可能提前释放未来需求。”Services consumption not only has a higher frequency of usage, but also presents substantial untapped potential that can be cultivated through focused policy initiatives, Xu said, adding that trade-ins could be extended to cover the service sector.他指出，服务消费不仅使用频次更高，且存在大量待开发潜力，通过针对性政策可有效激发，他还建议将服务领域纳入以旧换新政策覆盖范围。In mid-April, the Ministry of Commerce, along with eight other government departments, jointly issued an action plan for improving services consumption this year, covering established areas like catering, accommodation, healthcare and tourism, as well as new consumption formats such as sightseeing trains, skydiving and micro-dramas.今年4月中旬，商务部等9部门联合出台促进服务消费年度行动方案，涵盖餐饮住宿、医疗旅游等传统领域，以及观光列车、跳伞体验、微短剧等新兴业态。According to data from the Ministry of Culture and Tourism, the five-day May Day holiday period saw 314 million domestic tourist trips across China, an increase of 6.4 percent compared to the same period last year. Domestic tourists also spent a total of 180.269 billion yuan ($25 billion) during the holiday, up 8 percent year-on-year.据文化和旅游部统计，五一假期5天全国国内旅游出游人次达3.14亿，同比增长6.4%；国内游客出游总花费1802.69亿元（约合250亿美元），同比上升8%。Compared to the relatively mature goods consumption market, China's services consumption market still has some key areas that need to be strengthened, said Lian Ping, head of the Guangkai Chief Industry Research Institute.广开首席产业研究院院长连平表示，相较于较为成熟的商品消费市场，中国服务消费市场仍存在若干亟待补强的关键领域。"On the demand side, it will be important to take multiple measures to increase residents' disposable incomes, improve the social protection system and enhance consumers' services consumption abilities," Lian said.连平表示：“在需求端，需要多措并举提升居民可支配收入，完善社会保障体系，增强消费者服务消费能力。”Finance Minister Lan Fo'an said in a published article in Qiushi Journal on May 1 that China is emphasizing the integration of improving people's livelihoods and promoting consumption.财政部部长蓝佛安（Lan Fo'an）5月1日在《求是》杂志撰文指出，中国正着力推动民生改善与消费促进有机结合。Key measures include appropriately increasing pension levels, raising the standards of basic medical insurance for rural and urban nonworking residents, issuing child care subsidies, and expanding the scale of student financial aid, all aimed at strengthening consumers' spending power and willingness to consume, Lan added.蓝佛安称重点举措包括适度提高养老金水平、上调城乡居民基本医保标准、发放育儿补贴、扩大学生资助规模等，旨在增强居民消费能力与消费意愿。Meanwhile, Lian from the Guangkai Chief Industry Research Institute noted that expediting the urbanization process and boosting the consumption capabilities of migrant populations will be crucial in unleashing the potential of services consumption.连平同时强调，加快城镇化进程、提升流动人口消费能力，将成为释放服务消费潜力的关键所在。external uncertainties外部不确定性services consumption服务消费unleash/ʌnˈliːʃ/v.使爆发; 发泄; 突然释放trade-ins/treɪd ɪnz/n. 折旧贴换交易;以旧换新

Casber Wang of Sapphire Ventures joins Nick to discuss How AI Reshapes Distribution Models, What Startups Get Wrong About Product-Led Growth, and the Real Use Case for Agents. In this episode we cover: AI's Impact on Business Models and Capital Efficiency Defensibility and Product Market Fit AI Fatigue and Market Conditions Fundraising and Investor Expectations Cybersecurity and Competitive Intensity AI Agents and Enterprise Value Glean's Success in Enterprise Search Market Conditions and Investment Strategy Guest Links: Casber's LinkedIn Casber's Twitter/X Sapphire's LinkedIn Sapphire's Website The host of The Full Ratchet is Nick Moran of New Stack Ventures, a venture capital firm committed to investing in founders outside of the Bay Area. Want to keep up to date with The Full Ratchet? Follow us on social. You can learn more about New Stack Ventures by visiting our LinkedIn and Twitter.

Chef Rich Wang from Minyoli joins Lisa Dent to share the Taiwanese wheat noodles that are a cultural rarity in Chicago. Chef Wang worked at multiple Michelin star restaurants before opening Minyoli. Minoyli celebrates its one year anniversary after Chef Wang opened it last May.

Let's go deeper into how to actually foster psychological safety in teams—not just what it is, but how to spot it, build it, and fix it.  In this Episode: Dr. Heather Morton, Tom Bradshaw, Dr. Juliette Nelson, Dr. Emi Barresi, Dr. Pamela Maurer, Lee Crowson, Rich Cruz, LindaAnn Rogers, Nic Krueger,   I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References: Hoshina, Y., Shikino, K., Yamauchi, Y., Yanagita, Y., Yokokawa, D., Tsukamoto, T., ... & Ikusaka, M. (2021). Does a learner-centered approach using teleconference improve medical students' psychological safety and self-explanation in clinical reasoning conferences? a crossover study. Plos one, 16(7), e0253884.     Smith, E. V. (2025, March 17). Research 2024 - Elizabeth Vahey Smith. Elizabeth Vahey Smith.  https://elizabethvaheysmith.com/research-2024-survey/     Wang, C., & Ning, Y. (2024). The employee's perception of psychological safety: construct dimensions, scale development and validation. BMC psychology, 12(1), 770. 

In this episode of Sean White's Solar and Energy Storage Podcast, Sean speaks with Qun Wang and Jenny Tong from SNEC about the upcoming SNEC conference in Shanghai, scheduled for June 11-13, 2025. They discuss the sheer scale of the event, which is expected to attract up to 700,000 attendees, making it the world's largest solar storage and renewable energy exposition. The trio dives into different aspects of SNEC, including scientific and industrial applications, international collaborations, and the rapidly evolving renewable energy sector in China. They also touch on practical logistics for international attendees and share personal experiences from previous conferences. An insightful episode for anyone interested in the latest advancements and future prospects in solar energy. It is not too late to go to SNEC.   American's can go to China without a visa for 10 days as long as they transit through another country, which is how Sean is going.   Sean will have a stage at SNEC where he will be teaching solar and storage classes for 2 days at no cost, and additionally he will be podcasting. If you are going to be at SNEC and want to be interviewed on Sean's podcast, please let us know.   Topics covered: Overview of SNEC Sean's Involvement on SNEC History and Growth of SNEC Traveling to China with a 240-Hour Transit Visa Shanghai Transportation Cultural Exchange Scientific Conferences features top solar scientists like Martin Green and AKI Weber SNEC's collaboration with Re+ U.S. solar market challenges Tariffs on renewable energy Manufacturing challenges in the US Cost and growth of solar energy Utility-Scale Solar Projects Sean White's staff going to SNEC for team building Sean White bringing his mom to SNEC for Mother's day!   Listen to Sean's conversation with Madam Mi and Jenny here

David Thomas tribute. Lots of avant garage. Free music. Expunkimental music. PLAYLIST: Artist Song Release Released Label Rocket from the Tombs Amphetamine (Live) The Day the Earth Met the Rocket from the Tombs (Live) 2011 Fire Records Pere Ubu Dub … Continue reading →

We talk a lot on At Liberty about knowing our rights, but since Donald Trump returned to office, where do those rights stand? This week, the ACLU's National Legal Director Cecillia Wang joins Kamau to make sense of Trump's first 100 days, from the more than 140 executive orders he signed to the more than 100 legal actions the ACLU has filed since January. Plus, listeners share their questions on immigration rights, freedom of speech, and how we can stay prepared for what's ahead. This episode was executive produced by Jessica Herman Weitz and Gwen Schroeder for the ACLU, and W. Kamau Bell, Kelly Rafferty, PhD, and Melissa Hudson Bell, PhD for Who Knows Best Productions. It was recorded at Skyline Studios in Oakland, CA. Our senior executive producer is Sam Riddell. At Liberty is edited and produced by Erica Getto and Myrriah Gossett for Good Get.

April: Welcome to the Weinberg in the World Podcast where we bring stories of interdisciplinary thinking in today's complex world. My name is April and I'm your student host of this special episode of the podcast. I'm a second year student studying physics and integrated science, and I'm looking forward to learning more about our guest's career. Today, I'm excited to be speaking with Rachel Pike who graduated from Northwestern in 2006 and is now COO at Modern Treasury. Thank you, Rachel, for taking the time to speak with me today. Rachel: Nice to be here. Nice to meet you April. April: You too. To start us off today, I was wondering if you could tell us more about your time at Northwestern as an undergrad. What did you study? And how did you get to your current career path? Rachel: Oh, man, two different parts. The easy part is to say what I did at Northwestern, so I majored in chemistry, physical chemistry specifically. I had a minor in African studies through the center or program for African Studies. And I did my honors chemistry work with Franz Geiger, Professor Franz Geiger in the chemistry department. So that's sort of the what. My major extracurricular was Fusion Dance Company. That's where I spent a lot of my time. How I went from there to here is such a circuitous, crazy path. It is not direct. I left Northwestern and did a Gates scholarship, I did a PhD in chemistry at Cambridge. Loved it, but I was not meant to be a professor. You could ask John Pyle or Franz Geiger, both of whom advised me. It's just it takes a very certain wonderful mindset, but it's not me, to be a lifelong academic. So I left academics and got an amazing role in venture capital and got to learn all about startups from the investing side. Did that for just over four years. And in my last couple years, started getting really close to one of our companies and operating with them and ended up launching products for them and got the bug. Realized that that was a better calling, a better match for me, which we can talk more about what I mean by that. And moved into operating, so then I worked for a health tech healthcare software company and then I moved here into FinTech. So it sort of couldn't be more random, but also each step made sense only as one step. It's just as a sum, they lead you very far from where you were. Not normal in any sense, but in the end I just don't think anything is normal. All paths turn out to be good as you make these accumulation of small decisions. April: Yeah, okay. What are the most challenging and rewarding aspects of your current job then? Rachel: There's a lot. The hardest thing in a startup, there's so many things that are hard about startups, growing startups, but prioritization and focus is one of the hardest things. And you have to actually prioritize not doing things you want to do, which is very antithetical to what it's like to be a driven, hungry person and be in a company of 200 driven, hungry people. You want to do everything that you see that seems like a big opportunity and a challenge that we need to fix, but you can't. There just literally is not enough time in the day and there's opportunity cost to lack of focus. So I think the hardest thing is, the phrase I always use with my teams is you have to let that fire burn. You just have to pick things that you know are broken that you're not going to fix, that it's not the highest priority thing to fix or things you want to work on that you know we just can't go work on that thing right now, we have to work on this other thing. So it's very counterintuitive and I would say that's the hardest thing to learn when you enter startups, how to get through that kind of mindset. April: Yeah, prioritization is pretty hard when there's so many options. Rachel: Yeah. Yeah, when there's so many options and when you're hungry and you feel like a small startup is always up against big Goliaths, so there's a billion things you can do to go after companies that are bigger. So I would say that's the hardest in terms of not the content of what we do is the wrong word, but what Modern Treasury builds and how we bring it and sell it in the market and how we run the company. Letting fires burn and ruthless prioritization is the most unnatural part of working for a startup, I would say. On the interpersonal part, so not what we do, but how we do it, like in every stage of life and everywhere I've been, the hardest part of anything is getting really good at giving and receiving feedback. And that is a lifelong, you have to dedicate your life to it and using that to make decisions with people. April: Could you talk a little bit more about what your company does and what your role is? Rachel: Yeah, sure. So I'm chief operating officer of Modern Treasury. Modern Treasury is a payment operations software platform. So we help companies of all sizes, from other startups to huge big public companies, manage their money movement. And it sort of sounds like a back office thing, but really, we actually mostly get bought by product and engineering teams. And those product and engineering teams that are our customers want to do payment stuff. They want to build a digital wallet or embed payments in their application. Or we also serve non-tech companies, so you're buying a house and you need to pay the real estate agent or you're buying a house and you have to go through the title and escrow process on that home purchase. A lot of money moves around in those businesses. In fact, it's core to all of those products to move and manage and track money. So we build the software for that. Complex payment systems get built on top of us and complex payment products. We have an engineering database product called Ledgers, which is how you, with high performance and perfect fidelity, track balances, which is a really hard computer science problem, although it seems that it should be easy. It's a very hard computer science problem. And then you can imagine that as we grow and have more and more data and understanding, we're building more and more AI into our platform, so teams can run in a safe way with AI helping them. So anyway, yeah, it's a complicated thing that we do, but we help companies move and manage their money movement. April: Okay, cool. So how well did college prepare you for this career, do you think? Or what was the most important skill that you learned from college? Rachel: There's so many things that you learn in college as you sort of separate from home life and become your own person. I think there's soft skills and hard skills. I obviously don't use the traditional academic knowledge that I got in my undergrad and graduate experiences in chemistry, not a chemist anymore. But I don't think there's anything that can replace scientific training in how to think and pursue questions and how to separate how to go through a research process and understand and also understand the limits of your knowledge. That is a very profound experience the more advanced you get in science. I didn't even get that advanced. But in understanding the boundaries of what the community of scientists knows and what personally and how to ask questions, build a hypothesis, and go again. And I know that the hypothesis process is something you learn in like second grade or fourth grade or whatever, you go to school, but truly, that process is very hard, like holding yourself to a standard of making a rigorous, very thought out hypothesis and understanding what would prove or disprove that. In a scientific setting in a lab, sometimes it's a little easier to go through that process. Hey, if this experiment works, I'll see X. In a business environment, that's actually very hard. How do you measure? Is that metric actually counting that? What else is getting conflated into these signals and systems? And then almost everything, unless it's something like website clicks or latency or something that's directly measurable, almost all the signal that you get is mediated through people. So not only do you have to go through this process of trying to constantly get to truth, everything that you're trying to pursue is going through people. So I would say academically, that's the longest lasting impression for me. My team gets annoyed because I say things like rate-limiting step all the time, which is a chemistry phrase. So it taught me how to think. I think another very impactful part of my college, two other very impactful parts of my college experience, Fusion was just getting started, I was one of the people that helped get it started. And starting a club that is, very proud to say it's long-standing and I could never audition and get accepted today, is a lot like starting any organization. How do you run things? What is governance like? How do you navigate people? What are the expectations? How do you communicate that? How do you do things excellently? Starting and building a club is very similar to starting and building an organization, it's just we get a lot more complicated with time. So I learned a lot in that process and running rehearsals and putting on a show and what it's like to run an audition process. I have very fond memories of that. And lastly, I would say is I studied abroad for all of junior year. And I don't know if this is true, but someone along the way of me, because chemistry has so many sequential requirements, and it was very hard for me to figure out how to do those requirements and still be away for a year, someone along the way told me I was the only chemistry major who was ever away for a year then. It's probably not true now. I also don't know if that's true, speaking of rigorous hypotheses, so that's an aside. But the experience of being abroad, I was in Tanzania, was obviously profoundly eye-opening. And being in multiple cultural contexts, not just for travel, but for a long period of time with real life, day-to-day life, it just changed my whole perspective on the world. And then same thing, I lived abroad again for my PhD, so I was abroad on and off again for about like five out of six years. It really changed my perspective on the world, my perspective on people, and I only got that opportunity because of college. April: Yeah, college is a great time to study abroad and do those things. Rachel: Yeah. Yeah. April: [inaudible 00:09:31] possibilities, yeah. Also, it's so interesting to hear that you found Fusion or helped found it because it's such a big thing on campus now. Rachel: It's such a huge thing now. April: [inaudible 00:09:39]. Rachel: Yeah, no. We really grew it, but it was small when we started. We were just in parades and doing small shows, and then we finally started putting shows on in Tech my last two years there. It was very fun, really meaningful experience. April: That's great. Yeah. Rachel: Yeah. April: Then you kind of touched a little bit on this, but could you elaborate more on the biggest adjustment you had to make going from undergrad to industry? Rachel: I actually got this piece of advice when I went from my PhD to venture. I went and had coffee. One of the coolest things about Silicon Valley and the technology community is that it's very open and if you ask people for advice, they're really open to giving it and having conversations like this, but times 10. So one of the coffees I had was with someone who had also had a PhD and moved into venture. And he said something to me that has always stuck with me, which is the biggest adjustment you're going to have to make is the complete lack of rigor in business decisions, which is hysterical, and I don't think fully true, which I'll explain, but it is true, the standards of rigor in academic science are completely different than the standards of rigor in making a business decision. So I always think about that moment of you got to get used to the fact that they make decisions with less information. I think that's only partially true. I think one of the reasons is true is what we talked about, that data is often mediated through people, and so it doesn't feel as rigorous. But actually, the decisions you're making about and with people are just as important. It's just different, and that is a very big adjustment. There is not always right. It's not a test or a thesis or whatever, and that's a big change. There's just making a decision and then owning the consequences of the decision and upside of the decision. But that, it's a huge change. So that's what I would say one of the biggest adjustments that I had to make. On a more practical basis, specifically like Silicon Valley and startups, they're just opportunities, they are roles, sorry, environments with very little management structure. That's the whole point, you're doing something from scratch. There's not someone telling you what to do. That's not true if you go into industry and go to a very big technology company or a bunch of industries I've never been in that are managed in totally different ways. That obviously is like two hops from undergrad. I had a PhD and then I had time in investing. But yeah, working without a lot of oversight, also a big change. April: [inaudible 00:11:58]. The training you get from undergrad to grad school and then going to industry, it's a bit of an adjustment, but yeah. Rachel: Yeah. April: It's an interesting problem, how you would apply your scientific training to the business world. Rachel: Yeah. What do we know and what do we not know, is a question I often try and ask myself. In fact, I was thinking about it late last night about something we're trying to figure out in our business. And it's hard because you sometimes feel like you know things that you don't. It's a trick of the brain. April: Then sort of related, but what are some current trends that you're seeing in the industry or in the area that you work or some of the modern day challenges? Rachel: I would be remiss if I didn't say the most enormous trend in technology right now is AI. So there's sort of no other answer you can give them that, this unbelievable explosion in technical capability and then it's application into all kinds of industries. So I don't know, Modern Treasury has been such an interesting ride. One of the things that is interesting about startups is you really cannot predict the world around you. So this tiny company, we're not tiny anymore, but this company that was tiny, I was the first employee, it was just the four of us, just us chickens in a co-working space, trying to build this payment operations company. And in the interim, COVID happened and we could never work together again until many years later. And then Silicon Valley Bank crashed and there were multiple bank failures all over the country. If that had happened two years earlier, it would've taken our business down. As it happened, it accelerated our business like, oh my god, better lucky than good. Now we're going through an AI transformation. Crypto has gone up and down three times in those six and a half years. It's just wild what happens around you and how that affects the work you do day to day. So I don't know. One thing I would say is things are unpredictable. I have never learned that more than in this particular job I'm in now. April: For sure. Would you say that kind of unpredictability is characteristic of working at a startup versus a larger company or even in academia, for example? Rachel: It's a good question. I'm not sure I'm the right person to answer because I've never worked in a huge company. I've always worked in... Investing is also in the business of startups, so I don't think I'm the right person to answer. I think I have a hypothesis that it affects you less. If you're in a big established company where things don't go, the amplitude of the curve isn't quite the same level, I don't think you necessarily feel it as much. AI is happening to everyone no matter where you work, right? I assume you're all using it every day in your undergraduate environment. So that's universal. I think how it affects your job or what you're using it for is probably different. If you're a computer science undergrad, it's really affecting what your experience is like compared to five years ago. If you're a physical chemistry undergrad like I was, doing some frequency generations two floors below in the basement of Tech, I'm sure it's helping on the research side, but nothing changes the lasers but hands yet, until the AI robots come. So I just think it depends how much the volatility affects your certain area of pursuit. April: That makes sense, yeah. So with all this volatility, how do you approach work-life balance? Rachel: I don't think there is any, in all honesty. My mornings are totally insane between the 27 things I'm trying to do, and I'm always later than I want to be to my first meeting, and that just is what it is. I actually have a four-page document called Working with Rachel and for people to get to know what it's like to work with me when I hire and bring on new teams or new managers, et cetera. And one of the things that's in here is my mornings are insane and I'm always late and I'm totally frazzled and whatever, but I can almost always talk in the afternoons and nights almost any day. You just have to know your rhythm. Exercise is a huge part of my management of work-life balance. So probably started before Fusion, but definitely long, hard dance practices helped me get through undergrad. And at every phase of life I've sort of had a different exercise, deep exercise pursuit and crutch, I would say, to get through the craziness of life. So that's really important for me personally to focus and, I don't know, just get to a different level than the overly intellectual all the time, brainwave level into the body and into the breath. So that's huge. And then more tactically, I'm terrible about always having my phone around, but I do always have my laptop on do not disturb. So when I'm working in my environment, Slack and email are going constantly nonstop, especially Slack. So if I actually want to write or actually want to read or actually want to listen, the pings don't help. But to do my job, I need to be ever present with my teams. So just practically, it's always on do not disturb, and then I pick when I check. So I don't know, that goes from small to big of how I manage and cope with work-life balance, but it's the truth. April: There's some pretty good tips though. Sympathize. Rachel: Do people in Northwestern use Slack? Is that part of an undergrad life or no? April: Some of the clubs use it. I have a couple- Rachel: More texting? April: Yeah, they use GroupMe. Yeah. And then I know a lot of the research labs use Slack. Rachel: Oh, that makes sense. April: Yeah. Rachel: Yeah. But less of the all in every day, all encompassing, et cetera. April: Yeah. Rachel: Yeah. April: Do you think those work-life balance habits were developed during your graduate school years or in college or as you go into industry? Rachel: I don't know about do not disturb because technology has, not technology, but the physical hardware of communication has advanced so much. I'm so old compared to you guys. And when I was an undergrad, Facebook came out when I was a sophomore. So just think about how different of a world it was then. We had really kludgy Hermes email, Hermes email server at Northwestern. So the never ending notification encroach on our life, it existed then. And of course, we texted, but we texted T9. So it's just a different world. So we had it and obviously we all needed to learn how to focus, but not to the extent that it is a challenge for people in college and PhD programs now, I don't think. That's my guess as an outsider. But some things, like exercise, 100%. I think those things get developed earlier on. But once you're in university, it's your decision to continue to pursue them and how much you pursue them and how much they're a part of the rhythm of your life. So that, I would say for sure, I established for myself at Northwestern. April: Was there anything at Northwestern that you wish you had participated in that you didn't? Or the other way around, that you did but you wish you had opted out? Rachel: I wish I'd done dance marathon earlier. I only did it senior year and it was like what an incredible experience. Once you had the experience, then you realize, oh, I should have been doing this the whole time because it's like, I don't know, it's just something you could only do in an all encompassing environment like that. My major regret at Northwestern is actually academic, which is a silly small choice, but I studied French in elementary and high school and I really wanted to learn Spanish as a California person. So I took it in college, but that ate up a lot of quarters of getting my language credit because I was going from scratch. So my regret, and I'm not very good at languages anyway, so it's not like it stuck around, my regret is actually not that I took it, it came from good intentions, but that I used up six possibilities of taking classes in non-chemistry, non-African studies. Just you're spoiled for opportunity in undergrad of going to learn about everything. And it's one of the amazing parts about Northwestern and the way they do the core curriculum, that everyone has to learn a little bit of everything somehow. And that's my biggest regret. I regret not taking a philosophy class or a whatever. I took one world religion class, but should I have taken two. That breadth is the thing that I crave and miss. And by the time you get to PhD, and certainly in the British education system, you specialize earlier, so that opportunity's gone. You can obviously go to lectures and stuff, which I did, but it's not the same as being in a class. So yeah, my biggest I wish I had is I wish I hadn't taken Spanish in that environment and done it some other way and had six quarters to go just do dealer's choice of interesting things in departments I never would've gotten to know. April: Did you have the Weinberg language requirement? Rachel: Yes. April: But you got out of it with French? Rachel: I could have taken I think only one quarter or no, I can't remember how my testing was, sorry. But I could have taken either one quarter or zero quarters of French. But I instead put myself from scratch with Spanish because I've never taken it before. So I don't know, I just think that was good intentions, wrong decision. April: It happens. Rachel: Anyway, yeah, that's my biggest, I don't know, regret is too strong a word, but if I had a magic wand and could do it all over again, I would've taken more general humanities or other types of classes. April: Speaking of classes, what were some of your favorite classes at Northwestern? If you were to- Rachel: Oh my God, do I even remember? April: Yeah. Rachel: The physical chemistry. I don't remember if it's physical chemistry honors class or physical chemistry practicum. It's the last thing you take senior year with real world lab problems. And that class, there were six of us and we were in lab, I don't know, four or five hours twice a week. We were there all the time. It was so hard and so intellectually stimulating. I remember that class extremely well. I remember my world religions class. I don't remember who taught it, but it was the only time I ever studied anything like that. That was interesting. And I remember some of the seminar debates I had with other people. I don't know, those are the two that come to mind. April: Very cool. Now that we're getting towards the end of our time, the last question is if you were to look back on your undergrad, which I suppose we already did a little bit, but what advice would you give, I suppose, other people in your position? Rachel: I have one very specific piece of advice that I give to a lot of undergrads or people early in career, which I can share. And then the other is one that I give all the time now, but I don't know if it's relevant, but I'll share that one too. I'll start with the second one first because it might be less relevant. The one I give now, that is also can be very counterintuitive to people who are working on giving and getting feedback and what it takes to truly manage and motivate teens, is that clarity is more compassionate than kindness. And I don't mean don't be kind because the goal is, of course, to deliver clarity with extreme compassion and care. But it's nerve wracking to tell someone, "You're not meeting expectations for this role," or, "We did not hit our goal as a company and we have to make this really hard decision," or whatever the hard thing is that you have to say. It's harder to say it clearer than to say, "Well, I know you this and what about that, and I'm so sorry and this is hard, blah, blah, blah. But I think maybe the role," and then the person walks away and is like, "I don't know what I heard," and they don't know that they're not meeting expectations. So I would say that took me, it's a lifelong pursuit, I don't think I'm perfect at it yet. No one anywhere in my academic career, undergrad or grad, really taught me that. So that's one. I'm not sure if that's relevant for a sophomore undergrad, but maybe. April: I think so. Rachel: Could be. The advice that I often give to undergrads or very early in career folks, who are either looking for startups or end up whatever. I actually have a call with one this afternoon who's a woman who's a family friend who's thinking about a job change and she's like just wants my advice. I think that one of the unrealistic things that somehow culturally gets imbued in very driven and successful students, like all of the people who get accepted to Northwestern, is that you can have it all in your first job. And that is fucking bullshit. And I think it leads to a huge amount of heartache and angst because it's not true. Now, what you can have is one or two awesome things. So when you're, like you graduated at 21 or 22 or whatever age you are, you have usually no strings attached. You can make incredible broad decisions that you can't make later on and that affords you the opportunity to go do amazing things. But what you can't do is do it all at once in that one first job. So the specific example that I often give is you could pick where you work or what industry you work in or that you make a lot of money, but it is basically impossible to pick all of those things. So if you're a econ undergrad at Northwestern, of which there are many, it's probably pretty hard to work in a mission-driven company, make a 300,000 a year banker undergrad job, and move abroad for that first job as an American, blah, blah. That doesn't exist. If you want to make a lot of money, there are incredible programs with established firms where they really reward you for hard work really early on and that's the trade that that job encompasses. And if that's valuable to you, awesome. But you're probably going to be in one of their major locations and they're unlikely to ship you to Sydney for being 22. If you have the opportunity to go do something extremely mission driven that speaks to you, that's amazing, go do that. But you're probably not necessarily going to pick where or you're not going to be highly compensated. So I often talk to people who are in their early 20s who are like, "But I really want to be in New York, but I really want to work, I want to be in the arts and I want to do this, but I need a lot of money to support this thing." You're like, "You can't have it all." And that's not bad, it's just true. And it's much more compassionate for me to tell you, April, if you want to pursue physics, that's awesome. I was a PhD student. You're not going to make any money in your 20s. April: That's true. Rachel: But you might work at the cutting edge of science in something incredible that super motivates you. That's awesome. So if I could wave a magic wand for undergrads, I would get rid of that angst of that decision making. And the decision can have angst because it can be hard to choose a path, but the you can have it all, I think is a great lie. That's not fair to people in their late teens and early 20s in undergrad. I thought of another one, so I'm going to give you a third, even though you didn't solicit another one. Which is you at the beginning of this you asked about my career, which is kind of all over the place from a traditional perspective. I was in academics and then I went to investing, and then I went to startups. And then in startups, I was in healthcare and I went into payments in FinTech. It's all over the place. Every time I made the jump, everyone around me told me I shouldn't because I was leaving their path. And to be an amazing professor, you stay in academics. So people leaving academics is like, they don't want to give you the advice to do that. Or when you're in investing, the way you stay in it, and particularly in private investing, it's long feedback cycles. You got to stay and practice the craft. So I said, "Hey, I'm an operator at heart. I'm going to go do this thing." Some people encouraged me, but many people said, "Why would you ever do that? Why would you ever leave the job you have? Stay in practice." And then same when I left healthcare and picked a totally new thing. So that's more mid-career advice, which is like it's okay to leave that perfect tracked path and trust your gut. April: Yeah, that's actually really valuable advice, so thank you. Rachel: I hope so. April: Yeah. Thanks for taking the time out of your day to talk with me and to give all this advice to whoever's listening. Rachel: Yeah. It's awesome. Nice to meet you, April. April: Mm-hmm. And thank you for listening to this episode of the Weinberg in the World Podcast. We hope you have a great day and go Cats.  

Unlock your creative potential with the "Be Silly" strategy. In this interview, Tatiana Karpukhina and Jiabi Wang discuss their research showing how intentionally generating silly ideas can break cognitive fixation and lead to more innovative solutions. Learn how to apply this simple yet powerful technique to boost creativity in both personal and professional settings.

Send us a textThe opportunity to have apprenticed with Dr. Wang Ju Yi is an enormous privilege that comes with the responsibility to continue sharing his work on classical acupuncture. In part 2 of this episode of Dialogues on Applied Channel Theory, Nyssa Tang and Jonathan Chang chat about their experiences as apprentices and teachers of this work. The conversation touches on the challenge of designing mentorship programs that maintain the integrity of Dr. Wang's work and help convey his clinical curiosity and passion for helping his patients. Music by The Strayun: Clancy of the Overflow. If you're interested in listening to the entire song, please visit:  thestrayun.bandcamp.com/track/clancy-of-the-overflowBoat Song（《船歌》） -- Sung by Wayne Wu 

Wang Zhenyi was a mathematician, poet, and astronomer who lived in China. One day, she saw the moon turn red, so she went on a scientific adventure to find out why. This podcast is a production of Rebel Girls. It's based on the book series Good Night Stories for Rebel Girls. This story was produced by Katie Sprenger with sound design and mixing by Craig Billmeier. It was written by Tara Kola. Fact-checking by Joe Rhatigan. Our executive producer was Katie Sprenger. Original theme music was composed and performed by Elettra Bargiacchi [el-LET-tra bar-JOCK-ee]. Thank you to the whole Rebel Girls team who make this podcast possible. Stay rebel! [Originally aired 7/7/2021]

Full show - Monday | Erica believed this about her grandmother for way too long | Excuse me, this burger has a weird wang on it | Sleeping with Erica | Lip filler with an N | OPP - Hubby wants her gone while his friends visit | APT. | T. Hack and Erin don't understand what FU money is | Stupid stories @theslackershow @ericasheaaa @thackiswack @radioerin

Send us a textThe opportunity to have apprenticed with Dr. Wang Ju Yi is an enormous privilege that comes with the responsibility to continue sharing his work on classical acupuncture. In part 1 of this episode of Dialogues on Applied Channel Theory, Nyssa Tang chats with Jason Robertson and Yefim Gamgoneishvili about their experiences as apprentices and teachers of this work. The conversations touch on the challenge of mentoring their students and how to maintain the integrity of Dr. Wang's work while conveying his clinical curiosity and passion for this medicine. Don't miss Part 2 of this episode as the conversation continues with Jonathan Chang.Music by The Strayun: Clancy of the Overflow. If you're interested in listening to the entire song, please visit:  thestrayun.bandcamp.com/track/clancy-of-the-overflow

Zichen Wang, founder and editor of the Pekingnology newsletter and research fellow and director for International Relations at the Center for China and Globalization (CCG), speaks with Rorry Daniels, managing director of Asia Society Policy Institute, on our latest episode of Asia Inside Out. Wang and Daniels discuss the state of U.S.-China relations one month after “Liberation Day”, the future of the relationship, and the importance of maintaining people-to-people connections. Asia Inside Out brings together our team and special guests to take you beyond the latest policy headlines and provide an insider's view on regional and global affairs. Each month we'll deliver an interview with informed experts, analysts, and decision-makers from across the Asia-Pacific region. If you want to dig into the details of how policy works, this is the podcast for you. This podcast is produced by the Asia Society Policy Institute, a “think-and-do tank” working on the cutting edge of current policy trends by incorporating the best ideas from our experts and contributors into recommendations for policy makers to put these plans into practice.

The ‘bone collector' caterpillar covers itself with body partsIt's like something from a horror movie. A creeping, carnivorous creature that in a macabre attempt at disguise and protection, covers itself with the dismembered remains of dead insects. This super-rare caterpillar is one of the strangest insects in the world. It lives on spider webs inside of trees and rock crevices in a 15 square kilometre radius on the Hawaiian island of O'ahu. Daniel Rubinoff, from the University of Hawaii Insect Museum, found about 62 of these caterpillars over the past 20 years. Their research was published in the journal Science. If a dolphin pees in the water, does anybody know it?Researchers observing river dolphins in Brazil were first surprised to see the animals turning on their backs and urinating into the air, and then further amazed to see other dolphins sampling the falling stream. The Canadian and Brazilian team, led by Claryana Araújo-Wang from the CetAsia Research Group, believe this aerial urination may be a way to communicate dominance among males. The research was published in the journal Behavioural Processes.How the snowball Earth made life bloom on our planet700 million years ago our planet was frozen from pole to pole during a period known as snowball Earth. Glaciers at that time scoured deep into the continents below like a giant bulldozer, grinding the rock into fine sediments. In a new study in the journal Geology, scientists found that as the glaciers melted, a lot of that loose material was injected very rapidly into the oceans. Branden Murphy, from St. Francis Xavier University, said this chemical cocktail fertilized the oceans, and set the stage for rise of multicellular complex life on Earth.  How a team of microbiologists use cars to sample air across the countryUnderstanding the distribution of bacteria that might be a concern for human or animal health across an entire country is a huge job. But a team from Laval used a very clever shortcut to gather their data. They collected car air filters from vehicles across the nation, and looked in them to see what they sucked up. They found regional differences in the antimicrobial resistance genes specific to the agricultural activities and environmental factors at each location. Paul George, from Laval University, was the lead researcher on the study published in the journal Environmental DNA.Albertan obsidian artifacts are the end point of a widespread Indigenous trade networkObsidian — volcanic glass used to make super-sharp tools — is found as artifacts from chips to blades to arrowheads at hundreds of sites across the Rockies of Alberta and B.C., dating back thousands of years. However, there are no volcanos in the area so archaeologists are using this volcanic glass to chart Indigenous trade routes through North America. New research, led by Timothy Allan of Ember Archeology, has traced the obsidian's point of origin to a site nearly 1,000 kilometres away, suggesting the material travelled over long distances and passed through many hands. The research was published in the Journal of Field Archaeology.Do his gills ring a bell? Fish can recognize humansScientists at a Mediterranean research station kept noticing that particular fish would follow them around whenever they would try and do experiments. To find out if the fish were actually capable of recognizing individual humans, a team from the Max Planck Institute of Animal Behavior in Germany decided to turn this annoying behaviour into a scientific experiment. They found that the fish were indeed capable of remembering which humans had shared tasty treats in the past. The research was published in the journal Biology Letters.

Chris Wang discusses his top stock picks in a market searching for direction. Despite trade uncertainty, Wang sees opportunities in names like SharkNinja (SN), which has diversified its manufacturing base away from China, and Take-Two Interactive (TTWO), which he believes has a growth story still intact despite a delay in its highly-anticipated game, Grand Theft Auto 6. He also likes Celsius (CELH), a defensive name with growth potential in the wellness sector.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

This week on DisrupTV, we interviewed Sergey Davidovich is the Co-Founder and President of SparkBeyond, pioneer of the AI-powered Always-Optimized platform, Paula Davis, author of Lead Well: 5 Mindsets to Engage, Retain, and Inspire Your Team and Zach Mercurio, author of The Power Of Mattering: How Leaders can Create a Culture of Significance. We discussed the evolution of AI in decision-making with Sergey, who explained the shift from static automation to dynamic systems capable of continuous learning and adaptation. Paula emphasized the importance of leadership practices that foster meaningful work and employee engagement. Zach highlighted the primal need for humans to feel valued and significant, especially in the age of AI. The episode underscored the critical role of leaders in creating cultures where employees feel seen, heard, and valued. DisrupTV is a weekly podcast with hosts R "Ray" Wang and Vala Afshar. The show airs live at 11:00 a.m. PT/ 2:00 p.m. ET every Friday. Brought to you by Constellation Executive Network: constellationr.com/CEN.

In this fascinating episode, I talk with York Wang about his incredible spiritual journey that led him to connect with higher-dimensional beings, and in the second half of the episode he channels an Essassani. York shares how he started working with the Arcturians and creating healing energy tools, which led to profound transformations. He also discusses his connection with the Essassani being, Sha'Shaina, and the broader concepts of interdimensional connections. Watch as York channels live, offering unique insights and guidance. Discover how York's spiritual awakening during the stillness of the COVID era evolved into an extraordinary path of healing and higher consciousness. Don't miss this fascinating journey that explores extraterrestrial contact, the Sedona Method, and the pursuit of raising one's frequency for spiritual growth. Tune in to experience this remarkable episode and elevate your soul to new heights! If you want to see the fascinating light that is captured while we record, check out the video: https://youtu.be/Pe3hgRAKrS8  Timestamp: 00:00 Introduction to Soul Elevation 00:17 Meet York Wang: A Journey of Spiritual Awakening 01:26 My Offerings and Exciting News 03:15 York's Spiritual Awakening During COVID 04:28 First Contact with Arcturians 08:05 Healing and Energetic Tools 10:58 Expanding Connections Beyond Arcturians 16:12 Channeling Session with Shoshaina 20:59 Insights on Open Contact and Hybrid Children 28:08 Practical Advice for Raising Frequency 38:41 Conclusion and Final Thoughts

Chris Do is coming to Singapore!

Seasonal allergies seem to be getting worse. A lot of people are feeling it now.It's common to reach for antihistamines without really thinking about it. They definitely have their place and can be really helpful when symptoms are bad. But taking them every day is something we still don't fully understand, especially when it comes to long-term effects.If you deal with allergies for months each year, it's worth pausing and exploring strategies that might be more sustainable.Many healthy habits that support overall health can also help manage inflammation, immune function and allergy symptoms. They're not always as quick as taking a capsule, but they can make a real difference over time.In this episode, I'm sharing:Why seasonal allergies seem to be getting worseThe role and potential risks of antihistamines5 daily habits that could ease allergy/hay fever symptomsQuick note about nettle: I didn't find much strong research, but that doesn't mean it couldn't help some people. It just shows how much more there is to learn.SourcesAntihistamines: Sue et al. J Allergy Clin Immunol Pract. 2024. PMID: 38935035.Vitamin D: Malik et al. European Respiratory Journal. 2015 Dietary diversity: Nakamoto et al. Asia Pacific Journal of Clinical Nutrition. 2019Fibre: Sdona et al. Clinical and translational allergy. 2022Polyphenols, chlorophyll, quercetin, vitamins C, D and E: Pellow et al. Complement Ther Med. 2020Fruits & vegetables: Kusunoki et al. Pediatr Allergy Immunol. 2017 | Oh et al. Pediatr Allergy Immunol. 2020Probiotics: Ried et al. Frontiers in Nutrition. 2022Ginger & curcumin: Yamprasert et al. BMC Complement Med Ther. 2020 | Wu et al. Ann Allergy Asthma Immunol. 2016Saline rinse: Wang et al. Allergologia et Immunopathologia. 2020Steam inhalation: Vathanophas et al. Asian Pac J Allergy Immunol. 2021

is back on the show and he is bringing decades of experiences as a journal editor.  So we decided we play a game of round robin where each of us is giving rules of what to do (or not to do) as an editor. How long can we sit on papers before we make decisions? On what basis should we offer revise and resubmit decisions? When is it okay to desk reject a paper? How many reviews are enough? So if you want to learn more about the different editorial superhuman powers and supervillain powers – this is your episode. Episode reading list Recker, J. (2020). Reflections of a Retiring Editor-in-Chief. Communications of the Association for Information Systems, 46(32), 751-761. Berente, N., Gu, B., Recker, J., & Santhanam, R. (2021). Managing Artificial Intelligence. MIS Quarterly, 45(3), 1433-1450. Li, J., Li, M., Wang, X., & Thatcher, J. B. (2021). Strategic Directions for AI: The Role of CIOs and Boards of Directors. MIS Quarterly, 45(3), 1603-1643. Grisold, T., Berente, N., & Seidel, S. (2025). Guardrails for Human-AI Ecologies: A Design Theory for Managing Norm-Based Coordination. MIS Quarterly, 45, forthcoming. Davis, J. L. (2020). How Artifacts Afford: The Power and Politics of Everyday Things. MIT Press. Majchrzak, A., & Malhotra, A. (2019). Unleashing the Crowd: Collaborative Solutions to Wicked Business and Societal Problems. Springer. Gaskin, J., Berente, N., Lyytinen, K., & Yoo, Y. (2014). Toward Generalizable Sociomaterial Inquiry: A Computational Approach for Zooming In and Out of Sociomaterial Routines. MIS Quarterly, 38(3), 849-871. Teodorescu, M., Morse, L., Awwad, Y., & Kane, G. C. (2021). Failures of Fairness in Automation Require a Deeper Understanding of Human–ML Augmentation. MIS Quarterly, 45(3), 1483-1499. Lee, J., & Berente, N. (2012). Digital Innovation and the Division of Innovative Labor: Digital Controls in the Automotive Industry. Organization Science, 23(5), 1428-1447. Berente, N., Salge, C. A. D. L., Mallampalli, V. K. T., & Park, K. (2022). Rethinking Project Escalation: An Institutional Perspective on the Persistence of Failing Large-Scale Information System Projects. Journal of Management Information Systems, 39(3), 640-672.  

This week on DisrupTV, we interviewed Grant Halloran, CEO of Planful, Alex Yeh, CEO & Founder of GMI Cloud, Bob Goodson, Employee #1 at Yelp, CEO of Quid, and co-author of Like: The Button That Changed The World and Martin Reeves, Chairman of the BCG Henderson Institute, and co-author of Like: The Button That Changed The World. We discussed the integration of AI in finance and accounting, highlighting the modernization of back-office processes. Grant shared insights on the adoption of AI, noting that 60% of CFOs are actively adopting AI, driven by a 3.5 million talent deficit in finance. Alex discussed the rapid growth of AI training, fine-tuning, and inference, emphasizing the need for AI tools to enhance productivity. Bob and Martin highlighted the evolution and impact of the "like" button, underscoring its role in social learning and innovation. DisrupTV is a weekly podcast with hosts R "Ray" Wang and Vala Afshar. The show airs live at 11:00 a.m. PT/ 2:00 p.m. ET every Friday. Brought to you by Constellation Executive Network: constellationr.com/CEN.

When Wiliam Wang started selling flat-screen TV's, he used a winning playbook: partner with an efficient manufacturer, cut out the middlemen, and price your product as low as you can. William used a similar strategy at his first company–making computer monitors–and he built it into a multimillion dollar business. But he wound up mismanaging it into the ground, and spent years working to pay off millions of dollars in debt. After surviving a catastrophic plane crash, William embarked on a new venture, Vizio, and returned to his “cut-out-the-middlemen” playbook to sell one of the world's first internet-connected televisions. Today, Vizio is one of the top-selling TV's in the US, and in 2024, sold to Walmart for $2.3 billion.This episode was produced by J.C. Howard, with music by Ramtin Arablouei.Edited by Neva Grant, with research help from Alex Cheng.You can follow HIBT on Twitter & Instagram, and email us at hibt@id.wondery.com. Sign up for Guy's free newsletter at guyraz.com See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.