Podcasts about warehouses

Is life insurance a luxury—or a necessity? In this episode of Farming Without The Bank (FWTB Ep. 338), Mary Jo breaks down Chapter 7 of Nelson Nash's Warehouse of Wealth and explains how Parkinson's Law silently destroys financial progress, especially when people experience windfalls of money. From selling land, paying off equipment, kids leaving the house, or daycare expenses disappearing—windfalls happen whether you notice them or not. The real question is: Where does that money go? Nelson Nash's real-life example shows how paying off a policy loan after a windfall can feel like backdating life insurance by 13 years at a better health rating—an advantage you can never recreate later. This episode challenges the belief that life insurance is optional and explains why end-of-life benefits and banking should be treated like fuel in a vehicle—non-negotiable. Key Takeaways: Why Parkinson's Law eats every "extra dollar" if you don't give it a job How windfalls (kids moving out, loans paid off, daycare ending) should be redirected Why delaying a policy creates massive inefficiencies later in life Why the end of life benefit for children is about time to mourn, not profit How farmers and ranchers must be in the business of banking, not just production Chapters: (00:00) – Life Insurance: Luxury or Necessity? (01:07) – Nelson Nash's Windfall & Backdated Advantage (03:10) – Kids Leaving Home = Hidden Windfall (04:42) – Parkinson's Law Explained (08:04) – Daycare, Sports & Missed Opportunities (09:43) – Death Benefit Is Non-Negotiable (12:29) – Building Banking Into Your Commodity Price

Welcome back to Warehouse and Operations as a Career. I'm your host, Marty T Hawkins. Today, I want to talk about something I've heard repeatedly over the years, but especially over the past few weeks, and that is the growing importance of, lets see, what am I going to call it, attitude over experience, in the light industrial world. We've spoke to attitude a couple of times recently but just this week, I had two different customers say almost the same thing to me. They both told me something like, yes, experience is important. But if you come across an applicant with a great attitude and a strong personality, set them up for an interview. That statement says a lot about where our industry is at, and it's what I'd like to talk about today. Now, everything we've learned over the course of the last 349 episodes, today is number 350 by the way, everything we've learned remains true. Our experience absolutely matters. Safety always matters and our skill and competency to perform our task matters. But what we're seeing more and more is that experience alone is no longer enough. For a long time, hiring in the fields of warehousing, manufacturing, and distribution was simple. We'd be asked if we could do the job? Had we done the job before? And could we hit the numbers? And if the answer was yes, you were probably getting hired. Today, that model doesn't always work. Like we discussed over the last quarter, operations have changed. Expectations have changed. And the type of associate who succeeds long-term has changed as well. Two weeks ago on one of our ask me anything shows, what was that title, Not my job and a raise. We discussed how Warehouses today are not one-task environments anymore. Associates are expected to communicate clearly, be willing to learn new processes, cross-train into other roles, be willing to help cover gaps when staffing is tight, basically, wear more than one hat. We learned the phrase that's not my job doesn't hold much weight anymore, and frankly, it can be a career limiter. Because of that shift, I believe adaptability and mindset have become critical. Operation teams feel you can train someone how to load a trailer, how to operate equipment, and train someone on picking procedures. But they feel, and they are correct, what's much harder to train is willingness, coachability, accountability, positivity and a strong work ethic. That's where attitude comes in. Now when managers talk about attitude, they're not talking about being overly cheerful or talkative. They're talking about things like showing up on time, being willing to learn, and this one is a big one, accepting feedback without getting defensive. What else did I write down, lets see, communicating clearly and professionally. And here's another thing we've spoken too, following safety rules even when no one is watching and helping teammates instead of competing against them. It's been realized that these behaviors directly affect safety, productivity, and culture. A highly experienced associate with a poor attitude can do more damage to the team than someone brand new who wants to learn. They may ignore procedures, resist change, create friction on the floor, influence others negatively, and even push back against leadership. On the other hand, an associate with limited experience but a strong attitude often becomes one of the most valuable people on the team within just a few months. I'm finding this is especially true in general labor roles, loading and unloading, order picking, packing and sorting, and any kind of material handling positions. These are physically demanding jobs. They require teamwork, pace, and focus. I'm seeing how a positive attitude in these roles shows up quickly with faster learning, better safety habits, better or consistent productivity, lower turnover, and stronger team morale. Many supervisors will tell you this straight out, they would rather train someone who wants to be there than manage someone who knows the job but doesn't care. Now, let's talk about skilled positions. Forklift operators, order selection, pallet runners, and production or manufacturing machine operators, these roles absolutely require training, experience, and a demonstrated skill. But even here, attitude matters more than many people realize. Operators today must communicate with leads and supervisors, follow system direction to a tee, and be able to adjust priorities throughout the shift, and again be willing to accept coaching, all while staying focused for long periods of time. Kind of like we said earlier, an operator with a great attitude is one that takes pride in their work, protects their equipment, respects safety rules, and helps the team succeed. I threw that one in again because I feel in this new world, a team environment, it's worth repeating! Those qualities are separating average operators from outstanding ones. And I want to make this statement again, and we as employees and employers need to learn it, is that communication is one of the biggest reasons attitude has become so important. Warehouses today rely on radios, text alerts, shift meetings, safety huddles, and performance coaching and hand-offs between shifts. I think we've always walked through the motions but today, our responsibilities are more and the expectations are higher. We're all learning, or maybe accepting, that associates who communicate well prevent problems before they happen. They ask questions. They speak up about safety. They clarify instructions and they don't just assume. An HR manager shared with me, that he felt, that good communication usually stems from the right attitude, a willingness to listen and engage. Another major shift of thought is the expectation that associates will continuously learn and want to learn. New systems, new customers, new equipment, and new processes mean the job is always evolving. The associates who succeed are the ones who embrace learning instead of resisting it. That same HR manager shared that a strong attitude toward learning looks like curiosity, patience during training, accepting mistakes as part of growth, and wanting to improve. He feels like experience without a learning mindset eventually becomes outdated. For recruiters and hiring managers, this shift changes how they evaluate candidates. Yep, resumes matter, but they don't tell the whole story. Behavioral questions matter more than ever. How do you handle learning something new? Tell me about a time you had to adapt. How do you respond to feedback? What motivates you at work? These kind of questions reveal mindset, and mindset predicts long-term success. We as applicants aren't used to these types of questions. I guess in a way there's our first opportunity to change our way of thinking! Ok, If you're listening and you're an applicant or associate, here's the good news. Your attitude is your competitive advantage. You don't need a perfect resume, and you may not need years of experience. But you do need or the new need is reliability, a willingness to learn, a strong respect for safety, and that professional communication, a positive mindset. Those behaviors get noticed quickly and they open doors. To wrap up, I know that experience will always matter in the light industrial world. But today, attitude often is a determining factor in who gets hired, who gets promoted, and who builds a long-term career. In an industry built on teamwork, safety, communication, and constant movement, mindset fuels everything else. And right now, a great attitude is more valuable than ever. If you enjoyed todays episode, share it with someone who's entering the industry or looking to grow within it. Maybe urge them to subscribe on their favorite pod catcher or join us on Facebook or Instagram. Today is a bit of a milestone for us, 350 episodes over about 7 years. We don't promote sponsors because I like talking about what you send us vs what advertisers want shared! We're operations folks, not audio experts but we try and do the best we can! Anyway, Thank you for listening and emailing your questions each week. By the way, we used to do quite a bit of interviewing on the show. Some software changed on us, but we're going back to that format occasionally here pretty soon and we're excited about that. Until next time, stay safe, stay professional, and keep learning. That's what it's all about.

Last time we spoke about the climax of the battle of Lake Khasan. In August, the Lake Khasan region became a tense theater of combat as Soviet and Japanese forces clashed around Changkufeng and Hill 52. The Soviets pushed a multi-front offensive, bolstered by artillery, tanks, and air power, yet the Japanese defenders held firm, aided by engineers, machine guns, and heavy guns. By the ninth and tenth, a stubborn Japanese resilience kept Hill 52 and Changkufeng in Japanese hands, though the price was steep and the field was littered with the costs of battle. Diplomatically, both sides aimed to confine the fighting and avoid a larger war. Negotiations trudged on, culminating in a tentative cease-fire draft for August eleventh: a halt to hostilities, positions to be held as of midnight on the tenth, and the creation of a border-demarcation commission. Moscow pressed for a neutral umpire; Tokyo resisted, accepting a Japanese participant but rejecting a neutral referee. The cease-fire was imperfect, with miscommunications and differing interpretations persisting.    #185 Operation Hainan 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. After what seemed like a lifetime over in the northern border between the USSR and Japan, today we are returning to the Second Sino-Japanese War. Now I thought it might be a bit jarring to dive into it, so let me do a brief summary of where we are at, in the year of 1939. As the calendar turned to 1939, the Second Sino-Japanese War, which had erupted in July 1937 with the Marco Polo Bridge Incident and escalated into full-scale conflict, had evolved into a protracted quagmire for the Empire of Japan. What began as a swift campaign to subjugate the Republic of China under Chiang Kai-shek had, by the close of 1938, transformed into a war of attrition. Japanese forces, under the command of generals like Shunroku Hata and Yasuji Okamura, had achieved stunning territorial gains: the fall of Shanghai in November 1937 after a brutal three-month battle that cost over 200,000 Chinese lives; the infamous capture of Nanjing in December 1937, marked by the Nanjing Massacre where an estimated 300,000 civilians and disarmed soldiers were killed in a six-week orgy of violence; and the sequential occupations of Xuzhou in May 1938, Wuhan in October 1938, and Guangzhou that same month.  These victories secured Japan's control over China's eastern seaboard, major riverine arteries like the Yangtze, and key industrial centers, effectively stripping the Nationalists of much of their economic base. Yet, despite these advances, China refused to capitulate. Chiang's government had retreated inland to the mountainous stronghold of Chongqing in Sichuan province, where it regrouped amid the fog-laden gorges, drawing on the vast human reserves of China's interior and the resilient spirit of its people. By late 1938, Japanese casualties had mounted to approximately 50,000 killed and 200,000 wounded annually, straining the Imperial Japanese Army's resources and exposing the vulnerabilities of overextended supply lines deep into hostile territory. In Tokyo, the corridors of the Imperial General Headquarters and the Army Ministry buzzed with urgent deliberations during the winter of 1938-1939. The initial doctrine of "quick victory" through decisive battles, epitomized by the massive offensives of 1937 and 1938, had proven illusory. Japan's military planners, influenced by the Kwantung Army's experiences in Manchuria and the ongoing stalemate, recognized that China's sheer size, with its 4 million square miles and over 400 million inhabitants, rendered total conquest unfeasible without unacceptable costs. Intelligence reports highlighted the persistence of Chinese guerrilla warfare, particularly in the north where Communist forces under Mao Zedong's Eighth Route Army conducted hit-and-run operations from bases in Shanxi and Shaanxi, sabotaging railways and ambushing convoys. The Japanese response included brutal pacification campaigns, such as the early iterations of what would later formalize as the "Three Alls Policy" (kill all, burn all, loot all), aimed at devastating rural economies and isolating resistance pockets. But these measures only fueled further defiance. By early 1939, a strategic pivot was formalized: away from direct annihilation of Chinese armies toward a policy of economic strangulation. This "blockade and interdiction" approach sought to sever China's lifelines to external aid, choking off the flow of weapons, fuel, and materiel that sustained the Nationalist war effort. As one Japanese staff officer noted in internal memos, the goal was to "starve the dragon in its lair," acknowledging the limits of Japanese manpower, total forces in China numbered around 1 million by 1939, against China's inexhaustible reserves. Central to this new strategy were the three primary overland supply corridors that had emerged as China's backdoors to the world, compensating for the Japanese naval blockade that had sealed off most coastal ports since late 1937. The first and most iconic was the Burma Road, a 717-mile engineering marvel hastily constructed between 1937 and 1938 by over 200,000 Chinese and Burmese laborers under the direction of engineers like Chih-Ping Chen. Stretching from the railhead at Lashio in British Burma (modern Myanmar) through treacherous mountain passes and dense jungles to Kunming in Yunnan province, the road navigated elevations up to 7,000 feet with hundreds of hairpin turns and precarious bridges. By early 1939, it was operational, albeit plagued by monsoonal mudslides, banditry, and mechanical breakdowns of the imported trucks, many Ford and Chevrolet models supplied via British Rangoon. Despite these challenges, it funneled an increasing volume of aid: in 1939 alone, estimates suggest up to 10,000 tons per month of munitions, gasoline, and aircraft parts from Allied sources, including early Lend-Lease precursors from the United States. The road's completion in 1938 had been a direct response to the loss of southern ports, and its vulnerability to aerial interdiction made it a prime target in Japanese planning documents. The second lifeline was the Indochina route, centered on the French-built Yunnan-Vietnam Railway (also known as the Hanoi-Kunming Railway), a 465-mile narrow-gauge line completed in 1910 that linked the port of Haiphong in French Indochina to Kunming via Hanoi and Lao Cai. This colonial artery, supplemented by parallel roads and river transport along the Red River, became China's most efficient supply conduit in 1938-1939, exploiting France's uneasy neutrality. French authorities, under Governor-General Pierre Pasquier and later Georges Catroux, turned a blind eye to transshipments, allowing an average of 15,000 to 20,000 tons monthly in early 1939, far surpassing the Burma Road's initial capacity. Cargoes included Soviet arms rerouted via Vladivostok and American oil, with French complicity driven by anti-Japanese sentiment and profitable tolls. However, Japanese reconnaissance flights from bases in Guangdong noted the vulnerability of bridges and rail yards, leading to initial bombing raids by mid-1939. Diplomatic pressure mounted, with Tokyo issuing protests to Paris, foreshadowing the 1940 closure under Vichy France after the fall of France in Europe. The route's proximity to the South China Sea made it a focal point for Japanese naval strategists, who viewed it as a "leak in the blockade." The third corridor, often overlooked but critical, was the Northwest Highway through Soviet Central Asia and Xinjiang province. This overland network, upgraded between 1937 and 1941 with Soviet assistance, connected the Turkestan-Siberian Railway at Almaty (then Alma-Ata) to Lanzhou in Gansu via Urumqi, utilizing a mix of trucks, camel caravans, and rudimentary roads across the Gobi Desert and Tian Shan mountains. Under the Sino-Soviet Non-Aggression Pact of August 1937 and subsequent aid agreements, Moscow supplied China with over 900 aircraft, 82 tanks, 1,300 artillery pieces, and vast quantities of ammunition and fuel between 1937 and 1941—much of it traversing this route. In 1938-1939, volumes peaked, with Soviet pilots and advisors even establishing air bases in Lanzhou. The highway's construction involved tens of thousands of Chinese laborers, facing harsh winters and logistical hurdles, but it delivered up to 2,000 tons monthly, including entire fighter squadrons like the Polikarpov I-16. Japanese intelligence, aware of this "Red lifeline," planned disruptions but were constrained by the ongoing Nomonhan Incident on the Manchurian-Soviet border in 1939, which diverted resources and highlighted the risks of provoking Moscow. These routes collectively sustained China's resistance, prompting Japan's high command to prioritize their severance. In March 1939, the South China Area Army was established under General Rikichi Andō (later succeeded by Field Marshal Hisaichi Terauchi), headquartered in Guangzhou, with explicit orders to disrupt southern communications. Aerial campaigns intensified, with Mitsubishi G3M "Nell" bombers from Wuhan and Guangzhou targeting Kunming's airfields and the Red River bridges, while diplomatic maneuvers pressured colonial powers: Britain faced demands during the June 1939 Tientsin Crisis to close the Burma Road, and France received ultimatums that culminated in the 1940 occupation of northern Indochina. Yet, direct assaults on Yunnan or Guangxi were deemed too arduous due to rugged terrain and disease risks. Instead, planners eyed peripheral objectives to encircle these arteries. This strategic calculus set the stage for the invasion of Hainan Island, a 13,000-square-mile landmass off Guangdong's southern coast, rich in iron and copper but strategically priceless for its position astride the Indochina route and proximity to Hong Kong. By February 1939, Japanese admirals like Nobutake Kondō of the 5th Fleet advocated seizure to establish air and naval bases, plugging blockade gaps and enabling raids on Haiphong and Kunming, a prelude to broader southern expansion that would echo into the Pacific War. Now after the fall campaign around Canton in autumn 1938, the Japanese 21st Army found itself embedded in a relentless effort to sever the enemy's lifelines. Its primary objective shifted from mere battlefield engagements to tightening the choke points of enemy supply, especially along the Canton–Hankou railway. Recognizing that war materiel continued to flow into the enemy's hands, the Imperial General Headquarters ordered the 21st Army to strike at every other supply route, one by one, until the arteries of logistics were stifled. The 21st Army undertook a series of decisive occupations to disrupt transport and provisioning from multiple directions. To sustain these difficult campaigns, Imperial General Headquarters reinforced the south China command, enabling greater operational depth and endurance. The 21st Army benefited from a series of reinforcements during 1939, which allowed a reorganization of assignments and missions: In late January, the Iida Detachment was reorganized into the Formosa Mixed Brigade and took part in the invasion of Hainan Island.  Hainan, just 15 miles across the Qiongzhou Strait from the mainland, represented a critical "loophole": it lay astride the Gulf of Tonkin, enabling smuggling of arms and materiel from Haiphong to Kunming, and offered potential airfields for bombing raids deep into Yunnan. Japanese interest in Hainan dated to the 1920s, driven by the Taiwan Governor-General's Office, which eyed the island's tropical resources (rubber, iron, copper) and naval potential at ports like Sanya (Samah). Prewar surveys by Japanese firms, such as those documented in Ide Kiwata's Minami Shina no Sangyō to Keizai (1939), highlighted mineral wealth and strategic harbors. The fall of Guangzhou in October 1938 provided the perfect launchpad, but direct invasion was delayed until early 1939 amid debates between the IJA (favoring mainland advances) and IJN (prioritizing naval encirclement). The operation would also heavily align with broader "southward advance" (Nanshin-ron) doctrine foreshadowing invasions of French Indochina (1940) and the Pacific War. On the Chinese side, Hainan was lightly defended as part of Guangdong's "peace preservation" under General Yu Hanmou. Two security regiments, six guard battalions, and a self-defense corps, totaling around 7,000–10,000 poorly equipped troops guarded the island, supplemented by roughly 300 Communist guerrillas under Feng Baiju, who operated independently in the interior. The indigenous Li (Hlai) people in the mountainous south, alienated by Nationalist taxes, provided uneven support but later allied with Communists. The Imperial General Headquarters ordered the 21st Army, in cooperation with the Navy, to occupy and hold strategic points on the island near Haikou-Shih. The 21st Army commander assigned the Formosa Mixed Brigade to carry out this mission. Planning began in late 1938 under the IJN's Fifth Fleet, with IJA support from the 21st Army. The objective: secure northern and southern landing sites to bisect the island, establish air/naval bases, and exploit resources. Vice Admiral Nobutake Kondō, commanding the fleet, emphasized surprise and air superiority. The invasion began under the cover of darkness on February 9, 1939, when Kondō's convoy entered Tsinghai Bay on the northern shore of Hainan and anchored at midnight. Japanese troops swiftly disembarked, encountering minimal initial resistance from the surprised Chinese defenders, and secured a beachhead in the northern zone. At 0300 hours on 10 February, the Formosa Mixed Brigade, operating in close cooperation with naval units, executed a surprise landing at the northeastern point of Tengmai Bay in north Hainan. By 04:30, the right flank reached the main road leading to Fengyingshih, while the left flank reached a position two kilometers south of Tienwei. By 07:00, the right flank unit had overcome light enemy resistance near Yehli and occupied Chiungshan. At that moment there were approximately 1,000 elements of the enemy's 5th Infantry Brigade (militia) at Chiungshan; about half of these troops were destroyed, and the remainder fled into the hills south of Tengmai in a state of disarray. Around 08:30 that same day, the left flank unit advanced to the vicinity of Shuchang and seized Hsiuying Heights. By 12:00, it occupied Haikou, the island's northern port city and administrative center, beginning around noon. Army and navy forces coordinated to mop up remaining pockets of resistance in the northern areas, overwhelming the scattered Chinese security units through superior firepower and organization. No large-scale battles are recorded in primary accounts; instead, the engagements were characterized by rapid advances and localized skirmishes, as the Chinese forces, lacking heavy artillery or air support, could not mount a sustained defense. By the end of the day, Japanese control over the north was consolidating, with Haikou falling under their occupation.Also on 10 February, the Brigade pushed forward to seize Cingang. Wenchang would be taken on the 22nd, followed by Chinglan Port on the 23rd. On February 11, the operation expanded southward when land combat units amphibiously assaulted Samah (now Sanya) at the island's southern tip. This landing allowed them to quickly seize key positions, including the port of Yulin (Yulinkang) and the town of Yai-Hsien (Yaxian, now part of Sanya). With these southern footholds secured, Japanese forces fanned out to subjugate the rest of the island, capturing inland areas and infrastructure with little organized opposition. Meanwhile, the landing party of the South China Navy Expeditionary Force, which had joined with the Army to secure Haikou, began landing on the island's southern shore at dawn on 14 February. They operated under the protection of naval and air units. By the same morning, the landing force had advanced to Sa-Riya and, by 12:00 hours, had captured Yulin Port. Chinese casualties were significant in the brief fighting; from January to May 1939, reports indicate the 11th security regiment alone suffered 8 officers and 162 soldiers killed, 3 officers and 16 wounded, and 5 officers and 68 missing, though figures for other units are unclear. Japanese losses were not publicly detailed but appear to have been light.  When crisis pressed upon them, Nationalist forces withdrew from coastal Haikou, shepherding the last civilians toward the sheltering embrace of the Wuzhi mountain range that bands the central spine of Hainan. From that high ground they sought to endure the storm, praying that the rugged hills might shield their families from the reach of war. Yet the Li country's mountains did not deliver a sanctuary free of conflict. Later in August of 1943, an uprising erupted among the Li,Wang Guoxing, a figure of local authority and stubborn resolve. His rebellion was swiftly crushed; in reprisal, the Nationalists executed a seizure of vengeance that extended far beyond the moment of defeat, claiming seven thousand members of Wang Guoxing's kin in his village. The episode was grim testimony to the brutal calculus of war, where retaliation and fear indelibly etched the landscape of family histories. Against this backdrop, the Communists under Feng Baiju and the native Li communities forged a vigorous guerrilla war against the occupiers. The struggle was not confined to partisan skirmishes alone; it unfolded as a broader contest of survival and resistance. The Japanese response was relentless and punitive, and it fell upon Li communities in western Hainan with particular ferocity, Sanya and Danzhou bore the brunt of violence, as did the many foreign laborers conscripted into service by the occupying power. The toll of these reprisals was stark: among hundreds of thousands of slave laborers pressed into service, tens of thousands perished. Of the 100,000 laborers drawn from Hong Kong, only about 20,000 survived the war's trials, a haunting reminder of the human cost embedded in the occupation. Strategically, the island of Hainan took on a new if coercive purpose. Portions of the island were designated as a naval administrative district, with the Hainan Guard District Headquarters established at Samah, signaling its role as a forward air base and as an operational flank for broader anti-Chiang Kai-shek efforts. In parallel, the island's rich iron and copper resources were exploited to sustain the war economy of the occupiers. The control of certain areas on Hainan provided a base of operations for incursions into Guangdong and French Indochina, while the airbases that dotted the island enabled long-range air raids that threaded routes from French Indochina and Burma into the heart of China. The island thus assumed a grim dual character: a frontier fortress for the occupiers and a ground for the prolonged suffering of its inhabitants. Hainan then served as a launchpad for later incursions into Guangdong and Indochina. Meanwhile after Wuhan's collapse, the Nationalist government's frontline strength remained formidable, even as attrition gnawed at its edges. By the winter of 1938–1939, the front line had swelled to 261 divisions of infantry and cavalry, complemented by 50 independent brigades. Yet the political and military fissures within the Kuomintang suggested fragility beneath the apparent depth of manpower. The most conspicuous rupture came with Wang Jingwei's defection, the vice president and chairman of the National Political Council, who fled to Hanoi on December 18, 1938, leading a procession of more than ten other KMT officials, including Chen Gongbo, Zhou Fohai, Chu Minqi, and Zeng Zhongming. In the harsh arithmetic of war, defections could not erase the country's common resolve to resist Japanese aggression, and the anti-Japanese national united front still served as a powerful instrument, rallying the Chinese populace to "face the national crisis together." Amid this political drama, Japan's strategy moved into a phase that sought to convert battlefield endurance into political consolidation. As early as January 11, 1938, Tokyo had convened an Imperial Conference and issued a framework for handling the China Incident that would shape the theater for years. The "Outline of Army Operations Guidance" and "Continental Order No. 241" designated the occupied territories as strategic assets to be held with minimal expansion beyond essential needs. The instruction mapped an operational zone that compressed action to a corridor between Anqing, Xinyang, Yuezhou, and Nanchang, while the broader line of occupation east of a line tracing West Sunit, Baotou, and the major river basins would be treated as pacified space. This was a doctrine of attrition, patience, and selective pressure—enough to hold ground, deny resources to the Chinese, and await a more opportune political rupture. Yet even as Japan sought political attrition, the war's tactical center of gravity drifted toward consolidation around Wuhan and the pathways that fed the Yangtze. In October 1938, after reducing Wuhan to a fortressed crescent of contested ground, the Japanese General Headquarters acknowledged the imperative to adapt to a protracted war. The new calculus prioritized political strategy alongside military operations: "We should attach importance to the offensive of political strategy, cultivate and strengthen the new regime, and make the National Government decline, which will be effective." If the National Government trembled under coercive pressure, it risked collapse, and if not immediately, then gradually through a staged series of operations. In practice, this meant reinforcing a centralized center while allowing peripheral fronts to be leveraged against Chongqing's grip on the war's moral economy. In the immediate post-Wuhan period, Japan divided its responsibilities and aimed at a standoff that would enable future offensives. The 11th Army Group, stationed in the Wuhan theater, became the spearhead of field attacks on China's interior, occupying a strategic triangle that included Hunan, Jiangxi, and Guangxi, and protecting the rear of southwest China's line of defense. The central objective was not merely to seize territory, but to deny Chinese forces the capacity to maneuver along the critical rail and river corridors that fed the Nanjing–Jiujiang line and the Zhejiang–Jiangxi Railway. Central to this plan was Wuhan's security and the ability to constrain Jiujiang's access to the Yangtze, preserving a corridor for air power and logistics. The pre-war arrangement in early 1939 was a tableau of layered defenses and multiple war zones, designed to anticipate and blunt Japanese maneuver. By February 1939, the Ninth War Zone under Xue Yue stood in a tense standoff with the Japanese 11th Army along the Jiangxi and Hubei front south of the Yangtze. The Ninth War Zone's order of battle, Luo Zhuoying's 19th Army Group defending the northern Nanchang front, Wang Lingji's 30th Army Group near Wuning, Fan Songfu's 8th and 73rd Armies along Henglu, Tang Enbo's 31st Army Group guarding southern Hubei and northern Hunan, and Lu Han's 1st Army Group in reserve near Changsha and Liuyang, was a carefully calibrated attempt to absorb, delay, and disrupt any Xiushui major Japanese thrust toward Nanchang, a city whose strategic significance stretched beyond its own bounds. In the spring of 1939, Nanchang was the one city in southern China that Tokyo could not leave in Chinese hands. It was not simply another provincial capital; it was the beating heart of whatever remained of China's war effort south of the Yangtze, and the Japanese knew it. High above the Gan River, on the flat plains west of Poyang Lake, lay three of the finest airfields China had ever built: Qingyunpu, Daxiaochang, and Xiangtang. Constructed only a few years earlier with Soviet engineers and American loans, they were long, hard-surfaced, and ringed with hangars and fuel dumps. Here the Chinese Air Force had pulled back after the fall of Wuhan, and here the red-starred fighters and bombers of the Soviet volunteer groups still flew. From Nanchang's runways a determined pilot could reach Japanese-held Wuhan in twenty minutes, Guangzhou in less than an hour, and even strike the docks at Hong Kong if he pushed his range. Every week Japanese reconnaissance planes returned with photographs of fresh craters patched, new aircraft parked wing-to-wing, and Soviet pilots sunning themselves beside their I-16s. As long as those fields remained Chinese, Japan could never claim the sky. The city was more than airfields. It sat exactly where the Zhejiang–Jiangxi Railway met the line running north to Jiujiang and the Yangtze, a knot that tied together three provinces. Barges crowded Poyang Lake's western shore, unloading crates of Soviet ammunition and aviation fuel that had come up the river from the Indochina railway. Warehouses along the tracks bulged with shells and rice. To the Japanese staff officers plotting in Wuhan and Guangzhou, Nanchang looked less like a city and more like a loaded spring: if Chiang Kai-shek ever found the strength for a counteroffensive to retake the middle Yangtze, this would be the place from which it would leap. And so, in the cold March of 1939, the Imperial General Headquarters marked Nanchang in red on every map and gave General Okamura the order he had been waiting for: take it, whatever the cost. Capturing the city would do three things at once. It would blind the Chinese Air Force in the south by seizing or destroying the only bases from which it could still seriously operate. It would tear a hole in the last east–west rail line still feeding Free China. And it would shove the Nationalist armies another two hundred kilometers farther into the interior, buying Japan precious time to digest its earlier conquests and tighten the blockade. Above all, Nanchang was the final piece in a great aerial ring Japan was closing around southern China. Hainan had fallen in February, giving the navy its southern airfields. Wuhan and Guangzhou already belonged to the army. Once Nanchang was taken, Japanese aircraft would sit on a continuous arc of bases from the tropical beaches of the South China Sea to the banks of the Yangtze, and nothing (neither the Burma Road convoys nor the French railway from Hanoi) would move without their permission. Chiang Kai-shek's decision to strike first in the Nanchang region in March 1939 reflected both urgency and a desire to seize initiative before Japanese modernization of the battlefield could fully consolidate. On March 8, Chiang directed Xue Yue to prepare a preemptive attack intended to seize the offensive by March 15, focusing the Ninth War Zone's efforts on preventing a river-crossing assault and pinning Japanese forces in place. The plan called for a sequence of coordinated actions: the 19th Army Group to hold the northern front of Nanchang; the Hunan-Hubei-Jiangxi Border Advance Army (the 8th and 73rd Armies) to strike the enemy's left flank from Wuning toward De'an and Ruichang; the 30th and 27th Army Groups to consolidate near Wuning; and the 1st Army Group to push toward Xiushui and Sandu, opening routes for subsequent operations. Yet even as Xue Yue pressed for action, the weather of logistics and training reminded observers that no victory could be taken for granted. By March 9–10, Xue Yue warned Chiang that troops were not adequately trained, supplies were scarce, and preparations were insufficient, requesting a postponement to March 24. Chiang's reply was resolute: the attack must commence no later than the 24th, for the aim was preemption and the desire to tether the enemy's forces before they could consolidate. When the moment of decision arrived, the Chinese army began to tense, and the Japanese, no strangers to rapid shifts in tempo—moved to exploit any hesitation or fog of mobilization. The Ninth War Zone's response crystallized into a defensive posture as the Japanese pressed forward, marking a transition from preemption to standoff as both sides tested the limits of resilience. The Japanese plan for what would become known as Operation Ren, aimed at severing the Zhejiang–Jiangxi Railway, breaking the enemy's line of communication, and isolating Nanchang, reflected a calculated synthesis of air power, armored mobility, and canalized ground offensives. On February 6, 1939, the Central China Expeditionary Army issued a set of precise directives: capture Nanchang to cut the Zhejiang–Jiangxi Railway and disrupt the southern reach of Anhui and Zhejiang provinces; seize Nanchang along the Nanchang–Xunyi axis to split enemy lines and "crush" Chinese resistance south of that zone; secure rear lines immediately after the city's fall; coordinate with naval air support to threaten Chinese logistics and airfields beyond the rear lines. The plan anticipated contingencies by pre-positioning heavy artillery and tanks in formations that could strike with speed and depth, a tactical evolution from previous frontal assaults. Okamura Yasuji, commander of the 11th Army, undertook a comprehensive program of reconnaissance, refining the assault plan with a renewed emphasis on speed and surprise. Aerial reconnaissance underlined the terrain, fortifications, and the disposition of Chinese forces, informing the selection of the Xiushui River crossing and the route of the main axis of attack. Okamura's decision to reorganize artillery and armor into concentrated tank groups, flanked by air support and advanced by long-range maneuver, marked a departure from the earlier method of distributing heavy weapons along the infantry front. Sumita Laishiro commanded the 6th Field Heavy Artillery Brigade, with more than 300 artillery pieces, while Hirokichi Ishii directed a force of 135 tanks and armored vehicles. This blended arms approach promised a breakthrough that would outpace the Chinese defenders and open routes for the main force. By mid-February 1939, Japanese preparations had taken on a high tempo. The 101st and 106th Divisions, along with attached artillery, assembled south of De'an, while tank contingents gathered north of De'an. The 6th Division began moving toward Ruoxi and Wuning, the Inoue Detachment took aim at the waterways of Poyang Lake, and the 16th and 9th Divisions conducted feints on the Han River's left bank. The orchestration of these movements—feints, riverine actions, and armored flanking, was designed to reduce the Chinese capacity to concentrate forces around Nanchang and to force the defenders into a less secure posture along the Nanchang–Jiujiang axis. Japan's southward strategy reframed the war: no longer a sprint to reduce Chinese forces in open fields, but a patient siege of lifelines, railways, and airbases. Hainan's seizure, the control of Nanchang's airfields, and the disruption of the Zhejiang–Jiangxi Railway exemplified a shift from large-scale battles to coercive pressure that sought to cripple Nationalist mobilization and erode Chongqing's capacity to sustain resistance. For China, the spring of 1939 underscored resilience amid mounting attrition. Chiang Kai-shek's insistence on offensive means to seize the initiative demonstrated strategic audacity, even as shortages and uneven training slowed tempo. The Ninth War Zone's defense, bolstered by makeshift airpower from Soviet and Allied lendings, kept open critical corridors and delayed Japan's consolidation. The war's human cost—massive casualties, forced labor, and the Li uprising on Hainan—illuminates the brutality that fueled both sides' resolve. In retrospect, the period around Canton, Wuhan, and Nanchang crystallizes a grim truth: the Sino-Japanese war was less a single crescendo of battles than a protracted contest of endurance, logistics, and political stamina. The early 1940s would widen these fault lines, but the groundwork laid in 1939, competition over supply routes, air control, and strategic rail nodes, would shape the war's pace and, ultimately, its outcome. The conflict's memory lies not only in the clashes' flash but in the stubborn persistence of a nation fighting to outlast a formidable adversary. 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. The Japanese invasion of Hainan and proceeding operations to stop logistical leaks into Nationalist China, showcased the complexity and scale of the growing Second Sino-Japanese War. It would not merely be a war of territorial conquest, Japan would have to strangle the colossus using every means necessary.  

Megyn Kelly opens the show by discussing the infuriating moment when anti-ICE activists reached a new low by storming a church during services, why these are "terrorists" who are targeting innocent Christians, and more. Then Michael Knowles, host of "The Michael Knowles Show," joins to discuss why the radical leftist protesters who interrupted the church service must be arrested, Don Lemon's involvement and how he joined with the agitators, the disturbing actions of these leftists, and more. Then Matt Walsh, host of "Real History with Matt Walsh," joins to discuss agitators terrorizing innocent people in Minnesota, Don Lemon's lies and stupidity, anti-ICE activists behaving like BLM activists in 2020, the effort to get random people to denounce ICE or get harassed, Ellen DeGeneres weighing in now, fake history lessons kids are taught about slavery, the truth about America and the global slave trade, why Walsh is digging into the truth about Native Americans as well, and more. Knowles-https://www.dailywire.com/Walsh- https://www.dailywire.com/show/real-history-with-matt-walsh Byrna: Go to https://Byrna.com or your local Sportsman's Warehouse today.3 Day Blinds: Head to https://3DayBlinds.com/MKfor their Buy One Get One 50% deal plus a FREE, NO charge, NO obligation consultation!Done with Debt: https://www.DoneWithDebt.com & tell them Megyn Kelly sent you!Birch Gold: Text MK to 989898 and get your free info kit on gold  Follow The Megyn Kelly Show on all social platforms:YouTube: https://www.youtube.com/MegynKellyTwitter: http://Twitter.com/MegynKellyShowInstagram: http://Instagram.com/MegynKellyShowFacebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of Hard Parking, host Jhae Pfenning sits down with Rebecca Nguyen, co-founder of The Warehouse in Mesa, AZ, to discuss her journey from the Future Collector Car Show in 2016 to building the venue into a premier collector car storage facility, social hub, and event space housed in a historic citrus warehouse. They explore Arizona Car Week's growth, the debut of the six-day Art House Collective art exhibition (January 20-25, 2026), and Rebecca's thoughtful approach to curating inclusive events that welcome enthusiasts from all levels, from exotics to family-friendly gatherings. The conversation delves deeper into personal reflections, including the importance of community connections, memories built over a decade, parenthood, and concerns about AI's societal impact, technology's future, and creating positive change. Jhae closes by praising Rebecca's relentless drive and loyalty, encouraging listeners to revisit her 2021 appearance (episode 99) for more on her origins.Follow Rebecca on social media: Instagram: ⁠instagram.com/driven.by.becca/Instagram:⁠ ⁠instagram.com/thewarehouse.az/Chapters: 0:00 Intro, Arizona Car Week Buzz & RAPID Act Discussion 4:15 Catching Up with Rebecca Nguyen at The Warehouse 9:30 10-Year Full Circle: From Future Collector Car Show to Partner 15:45 Building The Warehouse: Storage, Social Hub & Community Vision 22:00 Arizona Car Week 2026 – Art House Collective & Elevated Events 28:20 Event Curation: Inclusivity from Exotics to Family-Friendly 35:10 Challenges, Memories & Making Positive Impact 41:30 Deep Dive: AI, Society, Parenthood & Future Worries 47:50 Rebecca's Drive & Why Connections Matter 51:00 Wrap-Up, Shoutouts & Thanks to Rebecca NguyenDiscussed in this episodeRebecca Nguyen's first appearance on Hard Parking (Episode 99 – "Rebecca Nguyen is Print Driven," December 13, 2021): YouTube: https://www.youtube.com/watch?v=vNZZV-CqWrY Apple Podcasts: https://podcasts.apple.com/us/podcast/rebecca-nguyen-is-print-driven/id1477527835?i=1000544786155 Spotify: https://open.spotify.com/episode/736w0kYvwcaZnOogSOTwGW?si=ch-UcqgeQbqUiIKc8o1Gnw(Great for listeners wanting the full-circle backstory from her Future Collector Car Show days.)Arizona Autobahn Act / House Bill 2059 (RAPID Act):The Reasonable and Prudent Interstate Driving (RAPID) Act, introduced by Rep. Nick Kupper on January 16, 2026, proposes derestricted daytime speed zones for non-commercial vehicles on select rural interstates (pilot on I-8), with night limits at 80 mph, stricter penalties for reckless driving, and annual safety audits—inspired by Germany's Autobahn but with safeguards.Full article: https://www.signalsaz.com/articles/new-bill-could-bring-autobahn-style-roads-to-arizona/Main Show Sponsors: Right Honda: https://righthonda.com/ Right Toyota: https://www.righttoyota.com/ Arcus Foundry: https://arcusfoundry.com Autocannon Official Gear: https://shop.autocannon.com/Contact Hard Parking with Jhae Pfenning: Email: Info@HardParking.com Website: www.Hardparking.com Patreon: www.patreon.com/hardparkingpodcast/ Instagram: instagram.com/hardparkingpod/ YouTube: https://youtube.com/@HardParkingDon't miss The Warehouse's Art House Collective during Arizona Car Week—running January 20-25, 2026! Head to Mesa for automotive art, culture, and community.

In this episode of The New Warehouse Podcast, Kevin Lawton welcomes Gina Chung, Vice President of Corporate Development at Locus Robotics, for a wide-ranging conversation on how warehouse automation is evolving and why flexibility has become a defining requirement for modern fulfillment operations. With more than a decade of experience leading innovation initiatives at DHL before joining Locus, Chung brings a unique perspective shaped by firsthand exposure to large-scale warehouse environments. The discussion explores how automation adoption has matured, why rigid systems no longer fit today's supply chains, and how Locus is approaching the next phase of robotic fulfillment as the industry looks toward 2026 and beyond.Find more information about our sponsors here: Peak Technologies, Masterplan Communications, TGW Logistics, YMX Logistics Learn more about The Brecham Group here. Follow us on LinkedIn and YouTube.Support the show

Chad returns from CES Las Vegas with new finds, tests quirky gadgets like a hedgehog dryer and wearphone, and digs into vintage tech in the Warehouse.

It's been over a year since evidence in Renee Ramos' murder case was sent to a lab for DNA testing. The Proof team checks in with Jake Silva to see how he is holding up while he waits for the results. An all news season of PROOF starts on January 20, 2026 with a case from Kalamazoo, Michigan. SHOW NOTES: ⁠Visit our website⁠ for episode behind the scenes photos and more.  Follow us on social media: on Instagram, Twitter, and Facebook we are @proofcrimepod. Listener questions or tips about any of the cases we cover are welcome @⁠proofcrimepod@gmail.com⁠.  If you have information about Renee Ramos' murder please contact us at ⁠proofcrimepod@gmail.com⁠ or at ⁠(347) 985-0794⁠, or you can reach out to Jake's attorneys: Audrey McGinn / The Innocence Center /⁠audrey@theinnocencecenter.org⁠ or Lauryn Barbosa Findley / The Northern California Innocence Project / ⁠lauryn.barbosafindley@scu.edu Learn more about your ad choices. Visit megaphone.fm/adchoices

It's This Week in Bourbon for January 16th 2026. Whiskey House finishes its first warehouse using KRAX, Sazerac wins an initial trademark dispute against Liv Golf, and High West releases its annual cask strength.Show Notes: KBCA unveils "Revolution" auction lots featuring King of Kentucky and Old Forester experiences Artisan Distillery in San Antonio announces permanent closure effective January 2026 Pennsylvania opens January 2026 lottery for Van Winkle, BTAC, and E.H. Taylor Whiskey House of Kentucky completes its first seven-story K-RAX innovative rickhouse Reyes Beverage Group in talks to acquire RNDC operations in seven major markets Sazerac wins partial trademark victory against LIV Golf's “Fireballs GC” team name Rebel Bourbon brings back Rebel Root Beer Whiskey nationwide at 70 proof High West Distillery releases limited-edition Cask Strength blend of 6-20 year bourbons Learn more about your ad choices. Visit megaphone.fm/adchoices

You've been told corporations pay taxes, but what if that's the biggest lie in the system? In this episode, Mary Jo breaks down who really pays for taxes, benefits, tariffs, and government programs—and why the consumer always ends up holding the bag. In Episode 337 of Farming Without the Bank, Mary Jo dives into Chapter 6 of Nelson Nash's Warehouse of Wealth: "Lies, Lies, and Lies." This episode exposes how taxes, Social Security, employee benefits, tariffs, credit card fees, and corporate expenses are never absorbed by businesses—they are passed directly to you, the consumer. From Social Security myths to corporate "tax hikes," from government spending to free coffee at the sale barn, this episode reframes how money actually flows through the economy and why financial literacy is so rare—and so dangerous to ignore. Key Takeaways: Corporations do not pay taxes; they collect them from consumers Employees pay 100% of Social Security, not "half." All benefits, perks, and expenses are built into prices or wages Government redistribution still starts with taxing the public Business owners have tax flexibility, but consumers do not Financial illiteracy keeps people trapped, believing money myths Chapters: (00:00) – The danger of financial lies (02:00) – Who really pays taxes? (05:00) – Social Security & employee benefit myths (08:30) – Why everything gets passed to the consumer (12:45) – Customer service, payroll, and business reality (17:45) – Government spending & redistribution myths

PART TWOStep into a town where the past never feels entirely gone.In this episode of The Grave Talks, we explore the haunted history of Canal Fulton with Sherri Brake. Her book, The Haunted History of Canal Fulton, Ohio, revisits the long-standing reputation of this quiet canal town and the stories that continue to follow those who pass through it.For more than two decades, Sherri has led ghost tours and  investigated numerous locations throughout Canal Fulton, documenting reports of unexplained activity along the historic towpath, at Pioneer Cemetery, and inside buildings like the Warehouse on Canal Street. These investigations include eyewitness accounts, firsthand experiences, and moments that have left visitors unsettled—voices in empty spaces, shadowy figures, and sensations that defy easy explanation.Today, we discuss the town's layered history, its well-known haunted reputation, and why some places seem to hold onto their past long after the living believe it's gone.Get more information about Sherri, her books and her tours, at her website hauntedhistory.net.#TheGraveTalks #CanalFultonOhio #TheHauntedHistoryOfCanalFulton #HauntedOhio #ParanormalPodcast #WalkingGhostTours #SmallTownHauntings #HistoricHauntings #TrueParanormal #GhostStoriesLove real ghost stories? Don't just listen—join us on YouTube and be part of the largest community of real paranormal encounters anywhere. Subscribe now and never miss a chilling new story:

You can build something beautiful, grow it, scale it, and still protect the people and culture that made the community what it is. You've probably seen the opposite happen, a neighborhood gets "improved" and suddenly the folks who stuck it out through the hard years cannot afford to stay, local businesses get priced out, and the history gets wiped clean. That tension is real, especially when you are a Black entrepreneur trying to build with integrity, not just build for profit. This episode matters because wealth building is not only about money, it is also about who has access, who has voice, and who gets to benefit long term. Logan Herring Sr. joins the show to break down how to create wealth and opportunity without displacement, using lessons from real redevelopment work in Wilmington, Delaware, while keeping the conversation practical for entrepreneurs across any industry.   Logan is the CEO of The WRK Group, which includes The Warehouse, REACH Riverside, and Kingswood Community Center. He shares how his team is replacing outdated public housing with high quality mixed income housing, creating pathways for education, health, and economic vitality, and doing it without pushing existing residents out. You will also hear how he thinks about capital, trust, and community partnership, plus the behind the scenes choices that make revitalization ethical and sustainable.   DURING THIS EPISODE YOU'LL LEARN: The three types of capital that shape wealth Why opportunity and access are not the same, and how outsiders often confuse the two How displacement can happen culturally and economically even when residents stay put What it takes to revitalize a community without repeating the harm that created the conditions in the first place Why Black entrepreneurs need collaboration more than control, and how sharing the pie can create real stability Don't miss out on the resources mentioned in this episode by checking out the show notes at blacktobusiness.com/287   Thank you so much for listening! Please support us by simply rating and reviewing our podcast!   Connect with us on Instagram:  https://www.instagram.com/blacktobusiness/    Don't miss an update! Sign up for our weekly newsletter: https://blacktobusiness.com/mailinglist

When people think about recruiting, they often picture office jobs, LinkedIn searches, polished resumes, and candidates who know how to sell themselves. But today, I want to talk about a very different role the Light Industrial Recruiter and why I believe it can be an outstanding career path for the right person. In many cases, becoming a light industrial recruiter is not someone's first job. It's a next step. A progression. A role that grows naturally out of real warehouse and operations experience. I've seen some of the best recruiters come from roles like inventory control, receiving, warehouse clerks, inbound and outbound dispatchers, and even from the floor, forklift operators, order selectors, and leads who understood people as much as productivity. And that experience matters more than you might think. I'm Marty, and today on Warehouse and Operations as a Career I'll share a few more of my opinions with you! I've mentioned before how I have to dip my feet into the recruiting waters every once and a while and for the last couple of weeks I've been sourcing for a staffing agency light industrial recruiter. I started thinking of what experiences were really needed, for this particular position anyway, and kind of expanded my search parameters, and I think, for this unique opportunity anyway, it'll help my results. So I started thinking. If you've worked in inventory control, you already understand accuracy, accountability, and systems. If you've been a receiver, you understand urgency, coordination, and dealing with drivers and operators under pressure. If you've been a dispatcher, you know scheduling, problem-solving, and communicating clearly when things go wrong. All of those skills translate directly into recruiting. Because recruiting in the light industrial world isn't just about filling jobs, it's about matching people to environments where they can succeed. And maybe you can't do that unless you understand the work itself. Light industrial recruiting is not white-collar recruitment or office types, and it can't be treated that way. Our candidates don't always have resumes. They don't always know the job titles they've held. They may not know or be able to share what equipment they ran or what metrics they were measured on. And that doesn't mean they're bad workers. It means we have to work harder as recruiters. In this arena, recruiting becomes part investigator, part coach, and part listener. Sometimes you have to pull the answers out of our applicants instead of waiting for them to be handed to us neatly and communicated clearly. I've been helping recruit for pallet runners this week, and I found I really have to talk their language for a few minutes, and listen to them, so I can know what questions to ask about their previous experiences. Things like, tell me about your day, what did you do before break, what equipment were you closest to, who trained you. Now that they feel a bit more at ease from sharing things their comfortable with, I can ask specifics about the equipment they operated, the pace of their last job and how they enjoyed it. Jumping into what I need to know sometimes just shuts them down. I have to listen first! Then interview. So, I feel one of the most important traits of a successful light industrial recruiter is patience. Patience when candidates show up late but still want to work. Patience when they don't understand why attendance matters. Patience when they struggle to explain their work history. Now hang on, those that know me are saying that's not Marty talking! Yes, I do struggle with patience on attendance and being tardy.  But patience doesn't mean lowering standards. As a recruiter, I think it means taking the time to educate, to explain expectations, and to be clear about consequences before problems happen. Maybe those things haven't ever been explained to them. I believe that great recruiters don't just fill jobs, they set people up to succeed. Another reality of light industrial recruiting is that our candidate pool often comes with real life attached. Some people have gaps in employment. Some have prior mistakes. Some are trying to rebuild. This is where empathy matters, but so does judgment. Being open with background requirements doesn't mean ignoring safety, compliance, or client standards. It means listening to the whole story, understanding context, and placing people where they can work, not where they hope they can work. A good recruiter balances opportunity with responsibility, to the client, to the workforce, and to the individual. If I had to name the single most important skill of a light industrial recruiter, it wouldn't be sales. It would be listening. Listening for what's said, and what's not said. Listening for hesitation. That can tell us there's really no interest in the position. Listening for confusion. If they have the experiences they are claiming there shouldn't be to much confusion? And most importantly we should be listening for motivation. Sometimes when a candidate says, I can do anything, what they're really saying is, I need a chance, I need this job. A good recruiter hears that and then asks the right follow-up questions. Light industrial sourcing recruiters serve two customers every day. The client, who expects productivity, safety, and reliability. And the associate, who expects honesty, respect, and opportunity. Oh, and I want to throw in one more, the operations team, they expect the skills necessary to perform the task. Balancing all those expectations is not easy. It requires communication, documentation, follow-up, and accountability. That's why this role is a career, not just a stepping stone. For those who do it well, recruiting can lead to leadership roles, operations management, safety, training, business development, and beyond. It sharpens your people skills. It deepens your understanding of operations. It teaches you how decisions impact real lives. The light industrial recruiter is often unseen, often under-appreciated, and often misunderstood. But this role changes lives, quietly, consistently, and every single day. If you've worked in the warehouse, understand the grind, respect the work, and care about people, recruiting may not just be your next job. It might be your career. There’s a bit on recruiting. And its true that when I'm wearing my operations hat I'm much stricter than when I'm recruiting. As we've discussed, every department has their own agendas and responsibilities, even constraints they have to work within. That's why I encourage us all to work and learn as many different departments as we can in our industry. All those positions will prepare us to make solid decisions in both our professional and personal lives. And please remember, no matter what our job is that safety is our first priority. We and our teammates have family and friends waiting on us at home.

Megyn Kelly is joined by Emily Jashinsky, host of "After Party," to discuss how close we might be to American intervention in Iran, neocons cheering the potential actions, why Trump is correct to be cautious about next steps,leftists calling for violence and promising “war” against ICE officers, the CBS Evening News ratings continuing to fall, “Toprah” Dokupil's bizarre emotional behavior and rants, actor Timothy Busfield finally turning himself in after arrest warrant for horrifying abuse charges, an AI tool detecting deception in Busfield's video posted before the arrest, and more. Then Isabel Brown, host of "The Isabel Brown Show," and Hayley Caronia, host of "Nightly Scroll," join to discuss Gen Z men having “approach anxiety,” how dating apps have made some men scared to talk to women in today's culture, how feminists have scared some men into inaction, hit show “Landman” taking on the absurdity of preferred pronouns, the truth about woke college students today, and more. Subscribe now to Emily's "After Party":Apple: https://podcasts.apple.com/us/podcast/after-party-with-emily-jashinsky/id1821493726Spotify: https://open.spotify.com/show/0szVa30NjGYsyIzzBoBCtJYouTube: https://www.youtube.com/@AfterPartyEmily?sub_confirmation=1 Brown- https://www.youtube.com/@theisabelbrownCaronia- https://Rumble.com/hayley Birch Gold: Text MK to 989898 and get your free info kit on goldByrna: Go to https://Byrna.com or your local Sportsman's Warehouse today.Veracity Selfcare: Visit https://VeracitySelfCare.com & use code MK for up to 45% off your order!SimpliSafe: Visit https://simplisafe.com/MEGYN to claim 50% off any new system!  Follow The Megyn Kelly Show on all social platforms:YouTube: https://www.youtube.com/MegynKellyTwitter: http://Twitter.com/MegynKellyShowInstagram: http://Instagram.com/MegynKellyShowFacebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Step into a town where the past never feels entirely gone.In this episode of The Grave Talks, we explore the haunted history of Canal Fulton with Sherri Brake. Her book, The Haunted History of Canal Fulton, Ohio, revisits the long-standing reputation of this quiet canal town and the stories that continue to follow those who pass through it.For more than two decades, Sherri has led ghost tours and  investigated numerous locations throughout Canal Fulton, documenting reports of unexplained activity along the historic towpath, at Pioneer Cemetery, and inside buildings like the Warehouse on Canal Street. These investigations include eyewitness accounts, firsthand experiences, and moments that have left visitors unsettled—voices in empty spaces, shadowy figures, and sensations that defy easy explanation.Today, we discuss the town's layered history, its well-known haunted reputation, and why some places seem to hold onto their past long after the living believe it's gone.Get more information about Sherri, her books and her tours, at her website hauntedhistory.net. #TheGraveTalks #CanalFultonOhio #TheHauntedHistoryOfCanalFulton #HauntedOhio #ParanormalPodcast #WalkingGhostTours #SmallTownHauntings #HistoricHauntings #TrueParanormal #GhostStories Love real ghost stories? Don't just listen—join us on YouTube and be part of the largest community of real paranormal encounters anywhere. Subscribe now and never miss a chilling new story:

In this episode of the Daily, FreightWaves investigates a startling report on national security, detailing Dragon in the Cab: How China Quietly Embedded Itself in American Trucking. We discuss the growing concerns regarding unvetted drivers hauling military freight and the specific vulnerabilities found within U.S. port infrastructure. In major corporate news, we cover the return of a legacy fleet to private domestic ownership as Former, current USA Truck execs acquire TL carrier from DSV. Conversely, we analyze a severe financial crisis in the last-mile sector, looking at the factors behind Last mile provider FAST Group's post-merger meltdown. The industry's financial volatility is further highlighted by the news that STG Logistics files Chapter 11, charts path forward. We also touch on regulatory and labor enforcement, including a whistleblower victory where a Texas carrier ordered to pay more than $100K to fired driver and a security-related contract cancellation where USPS insourcing forces Denver contractor to layoff 700 workers. Finally, we examine critical economic indicators showing a shift in supply chain strategies as Warehouses empty in December. This segment explores how historic lows in inventory levels may force shippers back into a reactive, just-in-time operating environment for the year ahead. Follow the FreightWaves NOW Podcast Other FreightWaves Shows Learn more about your ad choices. Visit megaphone.fm/adchoices

Check out the TIES Sales Showdown at www.tx.ag/TIESVisit The Sales Lab at https://thesaleslab.org and check out all our guests' recommended readings at https://thesaleslab.org/reading-listTo listen to The Sales Lab Podcast on your favorite apps, visit https://thesaleslab.simplecast.com/ and select your preferred method of listening.Connect with us on Facebook at https://www.facebook.com/saleslabpodcastConnect with us on Linkedin at https://www.linkedin.com/company/thesaleslabSubscribe to The Sales Lab channel on YouTube at  https://www.youtube.com/channel/UCp703YWbD3-KO73NXUTBI-Q

Today on the Scottsdale Vibes Podcast, we're talking cars, community, and breaking barriers with Rebecca Nguyen—founder of The Warehouse and a lifelong WRX enthusiast whose passion turned into a career.  From a yellow Subaru in her teens to leading one of Arizona's most unique automotive social hubs, her story is one of grit, vision, and redefining what a car collector looks like. I'm excited to welcome Rebecca Nguyen to the Scottsdale Vibes Podcast. Rebecca's journey into the automotive world started with a sonic-yellow Subaru WRX she inherited at sixteen—sparking a passion that led her into car shows, photography, industry events, and ultimately to launching The Warehouse, a collector-car storage and social club. As a woman thriving in a traditionally male-dominated space, she's built a community that celebrates enthusiasm, heritage, and connection. With Arizona's car week and Barrett-Jackson right around the corner, there's no better time to hear her unique perspective on the culture driving our state. Calendar of Events Barrett Jackson Car Collector Auction January 17-25, 2026 at Westworld of Scottsdale  Check out thousands of the world's most sought-after, unique and valuable automobiles on display and on the auction block in front of a global audience. There's so much to do and see- Including the kick off concert with Cole Swindell All of the info is on their website as well.   https://www.barrett-jackson.com/2026-scottsdale   Arizona Concours d'Elegance.  Brought to you in partnership with Scottsdale Arts,  Sunday, Jan. 18, 2026 (gates open morning) at Scottsdale Civic Center.  This isn't just a car show — it's a celebration of design, heritage and style set against the desert's shimmering backdrop.  See the Website For Admission Details https://arizonaconcours.org/ Scottsdale Western Week  A week-long celebration of the American West in Old Town Scottsdale. January 24–February 1, 2026. Events include, The Trails End Festival, Art Exhibits and The Parada del Sol Historic Parade is a major highlight . Come and share your spirit for the old West. https://oldtownscottsdaleaz.com/events/western-week/  

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Hello everyone, and welcome back to Warehouse and Operations as a Career. I'm Marty and I thought we'd get to some more questions today, another Ask Me Anything episode. We had some really good ones come in, a couple of topics I've been wanting to get to myself. Let's start off with this one from Carol, a forklift operator in the distribution industry. Carol feels there's a trend developing where managers are expecting employees to do more than they were hired to. I hear this concern fairly often. When I was a counterbalance or sit-down lift operator, in a production facility, that's what I did the whole shift. Even when I was an operator at a distribution center I typically drove for, like maybe, 80% of my day. I'd have to stop and down stack a load every once and a while or maybe partially fill a pick location or make the occasional replenishment. But I drove the lift most of the time. That was a long time ago though. I think our light-industrial workplaces, warehouses, manufacturing plants, and distribution centers are different now and for a lot of reasons. Yes, people are being asked to wear more hats. There's more cross-training. More flexibility being demanded from us. More expectations to help outside of what used to be a very narrow job description. And for some folks, that creates frustration. You hear phrases like, that's not my job, that's not what I was hired to do, and that's not in my job description. But the truth is, those days are disappearing. And I want to spend a few minutes today talking about the why, and more importantly, why that's not a bad thing when we look at it the right way. Let's just be honest with ourselves. Light-industrial operations today are different than they were just 5 years ago. Volumes change daily now. Staffing levels fluctuate. Customer and client expectations are higher than ever. Same day and next day shipping isn't a luxury anymore, it's the standard. Operations can't stop just because one person is out or one department is short. We've learned that everything is connected. Inbound affects outbound. Picking affects loading. Forklift operations affect inventory accuracy. One weak link slows the entire chain down. For those reasons and a few others is where cross training comes in. Cross training isn't about making people work harder, it's about making operations more stable and consistent. It creates flexibility. It gives leaders options. And it keeps work moving when things don't go exactly as planned, which, and since we're being honest, happens a lot in our industry. Now let's talk about that phrase, That's not my job. I understand where it comes from. For a long time, jobs were very narrowly defined. You did one task, one function, and that was it. But that model doesn't work well anymore, not in our industry anyway.  When everyone stays locked into a single box, operations become, what's a good word here, challenging I'll say. One call off, one delay, one surge in volume, or orders, or trucks, and suddenly the whole shift is behind. Employers today are looking for team players. People who understand their main role, certainly, but who are also willing to help the operation succeed when needed. Now, that doesn't mean job descriptions don't matter. They do. But they've shifted from rigid rulebooks into broader descriptions.  And that shift is an opportunity. Here's something you know I strongly believe, learning more can never be a bad thing. When you learn another role, you gain perspective. When you gain perspective, you make better decisions. And when you make better decisions, you become more valuable. Remember how many times you've heard me say how important it is to learn the position before and after ours, where that case just came from and where it's going after we've touched it! A picker who understands receiving makes fewer mistakes. A forklift operator who understands outbound stages freight better. An associate who's helped with inventory control starts paying closer attention to accuracy. Cross training builds awareness, and awareness improves safety, quality, and productivity. That benefits the company, yes, but it also benefits us employees as well. From a career standpoint, wearing more than one hat, to use a recruiters phrase, is a plus. The more skills you have, the more valuable you become, not just to your present employer, but to the industry as a whole. When someone can share with a hiring agent or recruiter, I've worked inbound, outbound, this or that type of equipment, and inventory, that gets noticed. Those are the people who get tapped for lead roles. Those are the people who stay employable when things tighten up or change. Many supervisors, managers, and operations leaders didn't get there because they stayed in one lane forever. They got there because they were willing to learn one more process, help one more department, and take on one more responsibility. That's how careers are built in this industry. Now, let's be clear here though. This doesn't mean accepting unsafe work practices, and it doesn't mean skipping training. It doesn't mean being taken advantage of in any way. Employers have a responsibility here too. Cross training should be structured. It should be safe. Expectations should be clear. No one should be thrown into a role without proper instruction or support. When done right, cross training builds confidence instead of resentment. With that being said I'll take this opportunity to remind us all to never get on a piece of powered industrial equipment without being trained and certified to operate it. And that goes for production or manufacturing machines also. For us employees, I think mindset matters. If you see cross-training as punishment, it will feel like punishment. And if you see it as opportunity, it becomes one. Asking questions. Being curious. Showing interest in how the operation works as a whole, those things send a powerful message. They say I care about my job. I care about my team. I care about my future. I promise you that attitude gets noticed every single time. Our light-industrial world rewards adaptability. The people who keep learning stay relevant longer. The ones who refuse to grow often struggle when processes change or roles disappear. Wearing more than one hat prepares you for what's next, whether that's a lead position, a specialized role, or simply long-term job security. It builds confidence. It builds competence. And it builds careers. Next up is a question from, well, they didn't include their name, but the question was, how could I get or ask for a raise. Well, that's a fair question. And a little complicated question, especially in our light industrial, warehouse, and distribution environments. Ok, lets look at how pay works, what managers are actually looking for, and how you can put yourself in the best position when opportunities come up. First, we need to understand the business side. In most light industrial operations, wages are set by position. General labor could pay a certain range, Forklift operators will have a range, Inventory control, leads, supervisors, etc, all of our roles are budgeted for well in advance. Companies don't usually have the flexibility to give raises on the spot. Pay increases are planned during budget cycles, performance reviews, promotions, or when new responsibilities are added. Now that doesn't mean raises don't happen. It means they are earned, planned for, and justified. So instead of thinking, How do I ask for more money? I'd ask, how do I make myself worth more to the operation? How can I make my manager notice me? It’s important to know that managers notice patterns, not promises. The associates who get raises and promotions aren't usually the loudest. They're the most consistent. Here's what always got my attention. First was attendance. And we talk about this all the time. Showing up on time, every shift, matters more than almost anything else. In a productivity driven environment, reliability is everything. When a manager knows they can count on you, you're already ahead. Second is attitude. Of course this doesn't mean every day has to be perfect. But staying professional, avoiding constant negativity, and being that solution focused team member makes a difference. Positive employees strengthen teams, and managers notice that. Third, and here's that statement again, a willingness to learn and cross train. Again, Cross training is huge. Like we mentioned earlier, when you raise your hand to learn another role, another department, or another piece of equipment, you increase your value. You also make scheduling easier for your management team and that matters. And, Fourth would be ownership. Take responsibility for your work. Follow safety rules. Follow procedures. If you make a mistake, own it and fix it. That level of maturity builds trust and will get us noticed as well. Now lets talk about how to have that conversation.  Walking into an office and saying, I need a raise, usually doesn't get us very far. A better approach would sound something like this. I understand pay is based on positions and budgets. I enjoy working here and I want to grow. What do you need to see from me to be considered for a raise or promotion when the opportunity comes up? That shows professional maturity, it shows respect for the business. And something like that opens a productive conversation. Now you've turned a raise request into a development and growth plan. In our industry, raises often come through movement. General labor to equipment operator. Pallet runner to selector, receiver to inventory control, fork driver to lead. Lead to supervisor. Etc. Those steps may come with structured pay increases. But you don't get there by waiting, you get there by preparing and planning. I've experience that Managers promote people who are already doing parts of the next job. Oh, and I want to mention that some positions, especially in distribution may have something like productivity pay or activity based pay, like a high productivity order selection environment, maybe even a tiered pay structure based on CPH or PPH. Where we're paid based on what we do individually. I want us to remember though that a raise isn't just about today's paycheck. It's about your future. The associates who consistently show up, stay engaged, and keep learning are the ones managers think of when new roles open up. Those opportunities usually start with something like hey, we've got something coming up, and we thought of you. That doesn't happen by accident. So if you're asking how to get a raise, here's the honest answer, I know it's not a simple answer but we need to be reliable, be positive, be willing to learn, be ready for more before you ask for more. That's how raises and careers are built in the light industrial world. Well, I got to talking too much and ran out of time! I hope you got the answers you wanted. I know all that seems simple, and did you notice how and that we, ourselves, in this industry anyway, can control more of our direction and path than what we may have thought we could. If you enjoyed todays episode please share it with a friend or coworker. I appreciate you stopping in each week, and please feel free to check in on our Facebook using @whseops and our Instagram waocpodcast. And as always keep those questions coming in. Have a great, productive, positive, and safe week out there.

Follow all of our content on https://jomboymedia.com Check out the not-quite-FIFA breakdown here: https://www.youtube.com/watch?v=nV3vq5UMrjU Check out current job and internship opportunities at Jomboy Media here: https://job-boards.greenhouse.io/jomboymedia 0:00 Back in the saddle0:15 Musical intro with John Prine0:54 Where has Mornin gone?2:20 What's coming up at Jomboy Media4:08 Visit to MLB Replay Center7:35 More recent developments10:30 More cricket? More cricket!13:50 Other sports/series requests23:21 What moment are you most proud of?26:28 2026 Warehouse updates29:05 Existing/returning shows32:50 Hiring/Internships36:15 Company growth strategy/process42:17 Scheduling and personal goals44:56 How did Canobbio end up back in the Warehouse for Blitzball Battle 7?46:05 What if “Savages in the Box” never happened?46:37 Baseball questions50:32 Rules changes for Blitzball Battle 8?52:45 Leave questions for next time! Featuring: JomboyEdited by: Rob Moretti Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of The New Warehouse Podcast, Kevin Lawton sits down with Dex Weber, Business Development Manager of Automation Integration Solutions at TGW. With peak-season pressures fresh in mind and 2026 already on the horizon, the conversation explores what it takes for proper warehouse automation planning. The discussion offers a candid look at what's feasible, what's not, and why the warehouse automation planning phase is often the most critical part of any automation journey.Find more information about our sponsors here: Peak Technologies, Masterplan Communications, TGW Logistics, YMX Logistics Follow us on LinkedIn and YouTube.Support the show

TV and film veteran, Jeff Rake, (creator of the hit series, Manifest) and USA Today bestselling and award nominated author, Rob Hart, discuss their new release, DETOUR. A team of astronauts launches into outer space carrying the hope for humanity's future. But things change while they're away, and the differences are chilling. How far will they go to figure out what happened while they were in space, and whether things can ever go back to the way they were? "A fast-paced, cinematic space…will leave you breathless, anxious, and questioning everything you know.”—Delilah S. Dawson, New York Times bestselling author Listen in as we chat about why the people in stories matter, what makes us who we are, and their favorite episodes of the TV show we all watched as kids! https://www.mariesutro.com/twisted-passages-podcast https://www.penguinrandomhouse.com/authors/2335262/jeff-rake/ https://robwhart.com ABOUT THE AUTHORS: Jeff Rake recently served as creator, executive producer, writer, and showrunner for NBC/Netflix's Manifest. He previously developed and executive produced The Mysteries of Laura, which aired for multiple seasons on NBC and in more than one hundred countries. His past credits include consulting producer on The CW's Beauty and the Beast, TNT's Franklin & Bash and Hawthorne, and Fox's Bones. Rake also executive produced ABC's Cashmere Mafia and Boston Legal, NBC's Miss Match, and Fox's The $treet. On the feature side, he has written screenplays for MGM and Disney. He lives in Los Angeles with his wife and their many children. Rob Hart is the USA Today bestselling author of the Assassins Anonymous series, as well as The Paradox Hotel, which was nominated for a Lambda Literary Award, and The Warehouse, which was translated into more than twenty languages. He also wrote the novella Scott Free with James Patterson, the comic book Blood Oath with Alex Segura, and the novel Dark Space, also with Segura. He lives in Jersey City.

Send us a textThe Spore Four find a warehouse and an unexpected new ally.Music: "Medieval Astrology" by Underbelly & Ty MayerPremiumBeat Code: DODEVR4WFCGWZAFC All other music by Tabletop Audio Thanks for listening! You can find us on Twitter @25northpodcastYou can join our Discord community with this invite code "nBTZzTGZdA"You can send us an email at 25northpodcast@gmail.com if you wish

Michelle Williams is currently starring in an off-Broadway production of the Pulitzer Prize-winning play '"Anna Christie." The show centers around Anna, a former sex worker and famous character in the history of American theater. The show's director Thomas Kail ("Hamilton"), who also happens to be Williams's husband, and actors Brian d'Arcy James, who playsChris Christopherson, and Mare Winningham who plays Marthy Owen, discuss their production of "Anna Christie," running at St. Ann's Warehouse in Brooklyn through February 1.

Learn how businesses can store and even process goods without incurring immediate tariff obligations.     The effective US tariff rate soared to 17% in 2025. What options are available to businesses that need to import goods but want to mitigate tariff burdens?     Join Alex Heil and guest Erin McLaughlin, senior economist at The Conference Board in the Economy, Strategy & Finance (ESF) Center, to find out what foreign trade zones and bonded warehouses are, how they differ from each other, and how businesses can use them wisely in this uncertain tariff environment.     For more from The Conference Board:  Supply Chain Strategies for Tariffs: Foreign Trade Zones, Bonded Warehouses  Tariff Tracker  For Manufacturers, This Old Solution May Ease Today's Tariff Troubles 

In this solo episode, Kevin Lawton dives deep into the shifting sands of warehouse technology. Looking back at 2025, we explore how AI functioned as an "invisible layer" to optimize efficiency without disrupting the user experience, featuring callouts to ShipHero and Lully. Kevin also reinforces why the fundamentals still matter with clean data and dialed-in processes remaining the prerequisite for any successful automation project.As we turn the page to 2026, the focus shifts to Interactive AI and the massive wave of Vision Technology. From wearable vision tech to computer vision for inventory tracking, Kevin discusses how these accessible solutions are leveling up data capture for warehouses of all sizes.Key Topics Covered:The AI Evolution: Moving from back-end optimization to interactive, LLM-powered WMS interfaces.Vision Tech Dominance: Why 2026 will be the year of computer vision and wearables in the warehouse.Brownfield Innovation: How SMBs are utilizing existing racking and "less disruptive" automation.The Future Worker: Defining the new entry-level roles as material handling becomes increasingly automated.Community & Events: What's coming to The New Warehouse in 2026, including the Warehouse Innovation event series.Find more information about our sponsors here: Peak Technologies, Masterplan Communications, TGW Logistics, YMX Logistics Follow us on LinkedIn and YouTube.Support the show

Crime Week continues as Megyn Kelly is joined by Sarma Melngailis, author of "The Girl with the Duck Tattoo," to discuss what the Netflix "documentary" "Bad Vegan" gets right and wrong about her story, why "con artists" target well-educated and sophisticated women, how the man at the center of the story worked his way into her life, the way the man at the center of the "Bad Vegan" story was able to "weaponize" her ambition, why she was susceptible, the dangers he posed to her, what he did with the money, what life is like now for Melngailis, and more.  More from Melngailis: https://thegirlwiththeducktattoo.com/  Riverbend Ranch: Visit https://riverbendranch.com/ | Use promo code MEGYN for $20 off your first order.Byrna: Go to https://Byrna.com or your local Sportsman's Warehouse today.  Follow The Megyn Kelly Show on all social platforms:YouTube: https://www.youtube.com/MegynKellyTwitter: http://Twitter.com/MegynKellyShowInstagram: http://Instagram.com/MegynKellyShowFacebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Marty here with Warehouse and Operations as a Career. This has always been my favorite time of year. Not just because of the holidays, although I do enjoy a little time off and getting to spend some quality time with family and friends. It’s always been my reset or reboot time of year. I know a lot of people that look at spring as their reboot season. I don't know, maybe because one year is closing and another one is opening, for me, reflecting on the last 52 weeks and planning on the next 52 just gives me pause, and I look forward to it! So, let’s see, we've been at this now for what, just over 7 sets of 52 weeks, or a little over 7 years. When I started the podcast I envisioned doing 50 episodes, and here we are at 347! OK, 2025, what a year right. This year we covered a wide range of topics, we've talked about 32 different light industrial task or positions. We've learned a little about our handling our finances, a lot about the supply chain, and spoke about the many different career opportunities in this industry. I hope we're all a little better off, or more prepared for and in our careers for it! I'd like to make this first episode of 2026 about reflection, planning, professionalism, and purpose. I was telling a group of managers and facility managers yesterday that purpose is going to be my go to word for the 1st quarter. I'm making Purpose about ethics and commitment. It's about doing the job right, even when the job isn't glamorous. And most importantly, it's about understanding that this is a long game, and the end goal for all of us is retirement, not burnout, definitely not injury, and not regret in any form or fashion. This year I've had the fortune to see at least 3 people advance to executive management positions. And I think 2 directors move up to V.P. roles. Well over 14 team members from the floor promoted to supervisors, and I think 9 individuals move into lead roles. And a wealth of associates moved into other departments or tasks. And on the negative side, no that’s the wrong word, not negative. Let's say there was also a lot of us still finding our footing and growing. I heard of a few instances where management had terminated associates, probably no more than 10 or 20 though. And every year we hear of several hundred that terminate or fire themselves. Remember how we've talked about those attendance rules, tardy rules, safety rules, and how insubordination, losing our tempers, or just accepting a position that isn’t a good fit for us, what else, oh, the NCNS. Things like that I think we can all agree we kind of ended our position on our own. But you know what. That’s OK. I'm sure we learned from it, and we'll take that knowledge to our next opportunity. Every job isent for everybody. So those situations aren’t even close to being a negative, we learned something about ourselves so its a positive in my eyes. A few things I ask myself this time of year is did I show up consistently? I don't mean daily or on time. I mean was I there mentally, and focused on my job every day. And did I follow direction, or did I cut corners? Every position in our field of light industrial work has some type of regulatory, safety, record documentation or reporting we're responsible for. It's so easy to cut a corner here and there. That’s one I really work on every year. And here's my favorite one, did I take ownership of my role? This is a hard one, and I'd like to say I did a good job with it this year!  And of course I have to ask myself, did I improve my skills every month, or did I just repeat the same month 12 times? I've definitely learned that growth doesn't come from activity alone, it comes from intentional improvement. You can work hard and still stand still if you're not learning, listening, and adjusting when necessary. And as we've learned, that's especially true in the light industrial world. Warehousing, manufacturing, and transportation demand discipline, precision, and trust. This isn't a place where chaos survives for long. Another word I've taught to this year was ethics. Ethics aren't just about stealing or dishonesty. Ethics show up in whether you follow safety procedures even when a supervisor isn't nearby, whether you handle equipment responsibly, and whether you raise your hand when something goes wrong. Ethics are about doing the right thing when it would be easier not to. In our industry, ethical shortcuts can get people hurt. They damage equipment. They cost jobs. They end careers early. And they don't stay hidden for long. The associates who last, the ones who get promoted, trusted, and grow, are the ones management never has to worry about regarding rules and procedures being followed. And that makes me think about commitment. I made like 25 commitment forms this year for a host of different positions. I think, somewhere along the way, the idea of job commitment got twisted. Now, commitment doesn't mean giving your life to a company. It simply means doing what we said we'd do, showing up when we said we would, being dependable, taking responsibility for our role, and understanding that our actions affect others. Sounds simple right? In a warehouse, one person not doing their job can create downstream chaos. Missed picks, delayed trucks, overtime, safety risks, all because someone decided their role wasn't that important. We learned this year that they are all important. I forgot what episode we said, Every role matters. Every shift matters. Every decision matters. Commitment isn't old-fashioned, we just need to bring it back into the fold! Oh, here's one, I hear it all the time, and you know it makes me frown. It's just a warehouse job. No, it's a professional environment with real risk, real responsibility, and real opportunity. Professionalism shows up in how we speak to our coworkers and supervisors. How we handle feedback, how we accept and wear our PPE, and how you treat equipment and safety procedures. One thing I shared with an unloader this week was, you don't become professional after you get promoted. Professionalism is what earns you that promotion. People notice the associate who listens, adapts, and carries themselves with respect. They also notice the ones who complain, argue, and resist direction. In the light industrial world, following instructions isn't about control, it's about safety, efficiency, and consistency. We learned this year that procedures are written because someone got hurt, or something was damaged, time was lost, or money was wasted. You don't need to like every instruction. And you don't need to agree with every process. But we do need to follow them. As long as there legal and safe. I have a picture hanging in my office, a quote from Vince Lombardy that says, The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will. I read that every Monday morning! Another thing we learned this year is that If you're doing the same job the same way you did two years ago, you're falling behind, even if you're good at it. Technology changes. Equipment changes. Expectations change. Learning doesn't always mean formal training. It can mean us asking better questions or more questions, watching how the top performers work, and understanding the why behind the process, oh and accepting coaching without getting defensive. I think the most career damaging words in any operation are, that's how we've always done it. For me, constant improvement is a mindset. Improvement doesn't require massive changes. It just needs small, consistent adjustments. Better communication. Better time management. And better focus. Those small improvements compound over time. And over a 20-, 30-, or 40-year career, they make a massive difference. I'm living proof of that! OK, enough of 2025! And although this is my magical time of year, goals don't magically work because the calendar changes. If you and I want 2026 to be different, you and I need, Clear expectations, Measurable goals, and to hold ourselves accountable, even when it's uncomfortable and gets tough. We need to ask ourselves, what skill do I need to improve? What habit do I need to change? What behavior is holding me back? I write those answers down and talk about them, and I revisit them monthly. And I want to talk about the part nobody explains clearly enough to us. The end goal of this game isn't just a paycheck. The end goal is retirement with health, dignity, and options. That means protecting your body, avoiding injuries, managing stress, saving consistently, and making smart career moves. You don't wake up one day ready to retire, we have to build toward it slowly, intentionally, and patiently. Another way to put it is plan for it! Every safe shift, every certification, every promotion, every smart financial decision gets you closer. As we close out 2025, remember this, You don't have to be perfect, but you do have to be intentional. Ethics matter. Commitment matters. Professionalism matters. And learning matters. And the choices we make today shape the options we'll have tomorrow. So lets all plan with purpose. Work with pride. And never forget, this isn't just a job. It's a career, and it's leading us somewhere. So welcome to 2026, another 52 weeks to change what we want! Let's have fun with it, be safe doing it, and make it the best and safest work year yet.

Crime Week continues, as Megyn Kelly is joined by private investigator Steve Ridge to discuss the mysterious Jodi Huisentruit disappearance 30 years ago, Huisentruit's background as a local news anchor, the circumstances of her last night, potential suspects for who could have abducted Huisentruit, why John Vansice was never ruled out as a suspect, the crime scene and evidence gathered at the Huisentruit disappearance, the lack of DNA and cameras back in 1995, the efforts by Ridge to get certain evidence unsealed in the cold case, and more. Find more about the disappearance here: https://findjodi.com/ Byrna: Go to https://Byrna.com or your local Sportsman's Warehouse today.Riverbend Ranch: Visit https://riverbendranch.com/ | Use promo code MEGYN for $20 off your first order.Pendragon Cycle (Daily Wire+): Discover The Pendragon Cycle: Rise of The Merlin—a bold retelling of the King Arthur legend where Merlin's vision sparks a civilization's rebirth; watch the full trailer now at https://pendragonseries.com.  Follow The Megyn Kelly Show on all social platforms:YouTube: https://www.youtube.com/MegynKellyTwitter: http://Twitter.com/MegynKellyShowInstagram: http://Instagram.com/MegynKellyShowFacebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

When it came time to pick our holiday bonus episodes, Tim Arndt quickly came to mind. Few companies sit at the crossroads of as many 2025 storylines—tariffs, data centers, and AI—as Prologis. In our February conversation, Tim walked us through a “merger of equals” that reset leadership, the capital-markets discipline that followed, and why logistics is about “atoms, not electrons.” He tells us Prologis oversees roughly 1.3 billion square feet across 20 countries, with nearly 3% of global GDP touching its facilities. From post-GFC balance-sheet rigor to new rooftop energy and mobility plays, this one captured listeners' attention—and still feels timely. Enjoy this rerelease of one of our most-played episodes of the year.

In this episode of The New Warehouse Podcast, Kevin chats with Alex Ramirez, CEO and co-founder of Cognitops. They discuss why warehouse data decision-making often fails the people who need it most. Ramirez draws from years spent on warehouse floors, not conference rooms, to explain how operators are overwhelmed by dashboards, reports, and status updates that don't help them act in real time. Cognitops changes that reality. The conversation explores why most warehouses are “data rich and decision poor,” how decades-old WMS thinking still shapes modern systems, and why context and time matter more than static metrics. Ramirez also shares how Cognitops helps operators turn data into decisions that drive flow, improve productivity, and reduce chaos when plans inevitably break down.Learn more about The Brecham Group here. Follow us on LinkedIn and YouTube.Support the show

A $124 million warehouse acquisition in Sunnyvale highlights growing institutional confidence in industrial real estate. The deal underscores a broader shift toward logistics and AI-driven infrastructure as Silicon Valley priorities continue to evolve.—Ready to kill the rat race?This free ⁠"Beginner's Guide to Real Estate Investing in 2025" will show you exactly how to start, even if you're broke, busy, or scared to death of losing a dime.It's short. It's simple. It's real.Download now: https://www.unitedstatesrealestateinvestor.com/freeguide/—Helping you learn how to achieve financial freedom through real estate investing. https://www.unitedstatesrealestateinvestor.com/

And, we're still back and more backier than ever. In today's episode Dan and Erik explore the abandoned attractions from Epcot and DCA. There is more wasted space than one might expect at both of these theme parks. One of them most people don't even know exists. If you know, you win. You can collect your prize by contraction Jason@earzup-podcast.com Merry Christmas and Happy Holidays Learn more about your ad choices. Visit megaphone.fm/adchoices

I feel Looking for Work Is Hard Work. One of the biggest misunderstandings about unemployment or career change is the idea that looking for work is something you do casually, or in between other things. A few clicks here, a few applications there, maybe scrolling on some job boards late at night from the couch. And then the frustration sets in when the phone doesn't start ringing.  The truth is simple, and sometimes uncomfortable to hear but looking for work is hard work. And I think if we don't treat it like a job, it rarely is going to produce job level results.  We need to remember that finding work requires structure, discipline, preparation, and accountability, just like any role on the warehouse floor, in operations, or in leadership. The people who land jobs consistently aren't lucky. They're intentional. They are working a plan.  I'm Marty and today on Warehouse and Operations as a Career I wanted to expand on how hard looking for a job is. We spoke on a few of the topics back in week 37, what was that title, oh, week 37 & Jobs, and I mentioned the phrase on last weeks show. I received a couple of questions on it so I thought we'd spend a few minutes on it today.    I always say treat the job search like our present job. If you were scheduled to work a shift, you wouldn't roll out of bed whenever you felt like it. You wouldn't decide halfway through the day whether you felt motivated enough to show up. You'd get up, get ready, and get started. Our job search deserves the same respect! We still need set our alarm. Start our day with purpose and block out time or schedule what hours we're going to spend specifically for job searching.  That means planning for things like reviewing the online job boards, checking local classified ads, monitoring all your local Facebook job groups, following company career pages, and planning time to make phone calls, sending out follow-ups, and networking.  This isn't something you squeeze in when you have time. This is our work. I mentioned job boards, I see too many people rely on a single job board and assume that's enough, and its not! We need to check those things multiple times a day or throughout our scheduled hours for the day. Oh, and it's proven that our friends are an excellent resource. They have jobs and they can share the good and the bad about them. Maybe we can even get a referral from them. We'll want to be careful there though, in our industry, sometimes hiring relatives or friends are frowned on. But I've always found them to be a great resource.   Ok, where was I, I think I skipped a few bullet points there, oh, and I wanted to say you'd be surprised how many job openings never make it to the job boards and are hired through word of mouth.  I think we have to network like our career depends on it.  Just let people know what kind of work you're looking for and what experience we bring to the table.  We need to mention what shift or role we're open to and when we're available. I've found a short, honest conversation can open doors faster than 100 online applications.  Next is our resume, your resume must match the job you want. And please remember a resume isn't a life story. It's more of sales document. Its sole job is to clearly show what you can do, where you've done it, and how that experience matches the job you're applying for. If you're applying for a forklift position, your resume should highlight equipment types, years of experience, and the different environments you've worked in, things like narrow aisle, the outside yards, ramps, coolers or freezers, those types of things. And keywords like safety training and any certifications we've had and productivity expectations we've worked with. If you're applying for leadership role, it should mention your team oversight and training responsibilities, any metrics you managed and the accountability you were held to. One generic resume for every job rarely works. Tailor it to the position you're applying for.   And please only apply for jobs you can actually succeed at. This is one of the most important, and most ignored points. One-click apply buttons have created bad habits. Clicking apply on dozens of jobs you aren't qualified for doesn't increase your chances. It actually hurts them. It wastes your time, and the recruiter or the hiring manager's time.  Remember recruiters are reviewing hundreds of resumes. When they see applicants who clearly don't meet basic requirements, it creates frustration, and it lowers the quality of the process for everyone. Our resume may end up in a discard pile just because we have no experiences for that position. Even if we'd be a great fit for something else they have open.   Apply for jobs where you meet the basic core qualifications, where you have experience in the position and you can realistically perform the work. In our light industrial world quality beats quantity every time.  Another biggie, be honest with recruiters. Recruiters aren't the enemy. Think of them as the gatekeepers. We should be honest about our experience, our availability, our  transportation, our work history, and very important, what you want, and what you don't want. Overselling yourself may get you a phone call, but it rarely gets you called in for the face to face or hired long-term. Worse, it can damage our reputation with a company or an agency.  And if you schedule an appointment, show up. Nothing ends a job opportunity faster than a no-show interview. If something comes up, communicate. Life happens. But our silence looks like irresponsibility.  I won't harp too much on this one, I get several emails every time I bring it up, but clean up your social media, they can and will look. This part surprises people, but it shouldn't. Social media is public, and right or wrong, opinions can be formed from it. Recruiters and hiring managers often check social media. Not to judge your personal life, but to look for red flags. At least ask yourself. Is my profile public? And by the way locked profile may be considered a red flag. What would an employer see in 10 seconds? Do my posts reflect maturity and professionalism? Offensive language, threats, constant negativity, or posts bragging about skipping work don't help your case. You don't need to erase who you are, just be smart about what you display publicly. Ok, enough on that!  Moving on, lets be ready for the phone interview. And this is important. The phone interview is not casual. It's often the most important 5 minutes of the entire process. You may have only 30 seconds to make an impression. By the time the recruiter calls they've reviewed dozens, maybe hundreds of resumes. They're deciding quickly who moves forward.  Now this is going to be a cold call. If we are busy, watching the children, or outside, or maybe driving, we can share that, and ask if we could give them a call back at so and so time. They do not mind that. They want us focused, and ready to speak with them. We need to be ready when they call or we call them back. That means have your resume in front of you, be in a quiet place, be focused, answer clearly and confidently. Be ready know how to explain our experience, why we're a good fit, and what we're looking for or why we answered this ad. Preparation matters. This is our one shot at getting that face to face interview.  When you walk into that interview, you're already being evaluated, before you say a word. Remember to dress for the role. If the position requires steel-toe footwear wear them, dress in warehouse attire, look ready, and talk about PPE awareness, show and state what you know. You don't need to overdress, but you do need to show you understand the environment and are prepared to work in it. It sends a clear message, I'm ready to go to work today.  Now if we like the job and are offered it, when we say yes or accept it, show up. There is nothing wrong with saying this position isn't going to be for me. We shouldn't shake our head yes if inside we know we're saying no. Of course, things may come up, and all we have to do is communicate that. Don't burn bridges. If another place has called us and we're accepting that job, just call and let the hiring agent know.   Like I mentioned earlier, discipline wins the job search. Looking for work can be exhausting. It's easy to get discouraged, especially after rejections or silence. But the people who succeed are the ones who stay the course, and stay disciplined.  They treat the search like a job, stay organized, follow up, show up, prepare, and are confident.  All that makes it sound easy, it's not, but it will happen. I've always felt that a job search isn't about luck, It's about effort and consistency.  If you're serious about finding work, treat the process with the same seriousness you would expect from an employer. Show up for it, prepare for it, and respect it. Because looking for work is hard work, and when you do it right, it leads to something even harder, and much more rewarding.  A career.  Well, there's a bit on the subject. If you know of anyone seeking employment, please recommend the episode to them, and as always please feel free to send us a message with any thoughts or comments. We love getting questions and topics from the group. On top of all that, please be safe out there, our loved ones need us happy and well this time of year and always. 

This week on Drumcode Live we have a live mix from Metodi recorded at 131 Mccormack Street Warehouse in Toronto, Canada.

There's a moment every entrepreneur hits where working harder stops working and the answer isn't more hustle, more ads, or more leads. It's realizing that real growth comes from serving better, not shouting louder. That's exactly where this conversation with Brett Fairall landed for me, and it's why I couldn't wait to share it with you.In this episode of The Happy Hustle Podcast, I sit down with Brett Fairall, the creator and visionary behind Warehouse Bob, an AI-powered commerce engine that helps brands convert more, communicate better, and scale without chaos. Brett is a world-class conversion strategist with over 15 years of experience in direct response marketing, CRO, copywriting, and AOV engineering. He's worked behind the scenes with some of the biggest supplement, e-commerce, and coaching brands in the world. But beyond the credentials, Brett is a husband, father, man of faith, and someone deeply committed to helping founders build businesses that actually serve people.This episode matters because it challenges one of the biggest lies in entrepreneurship: that growth comes from constantly chasing new customers. Brett pulls back the curtain on how most businesses are unknowingly sitting on massive amounts of “found money” revenue that's already there but leaking out through poor systems, missed follow-ups, and friction-filled customer journeys. Instead of obsessing over more traffic, he shows how to create better experiences for the people who already trust you.One of the biggest takeaways is that most businesses don't have a lead problem, they have a conversion problem. Brett explains how brands often miss 60–70% of inbound opportunities simply because they lack systems to follow up consistently. When you focus on serving the people already raising their hands, revenue increases without burning more cash on ads.Another powerful lesson is that modern conversion optimization isn't about button colors or flashy hacks. It's about behavior, timing, and psychology. Brett breaks down how subtle shifts—like how and when you communicate can unlock six or seven figures in additional revenue. The goal isn't to sell harder; it's to remove friction and make buying feel effortless.We also dive deep into how automation and AI can actually make businesses feel more human, not less. When used correctly, AI allows founders to scale trust, responsiveness, and personalization without scaling stress or headcount. Brett shares how systems like conversational SMS and email follow-ups can feel personal while working 24/7 behind the scenes.Another key lesson is around building before you sell. Brett is clear: stop creating products without an audience. The fastest path to sustainable success is partnering with trust, listening deeply to customers, and building offers that solve real problems people already have. When trust leads, sales follow.Finally, this episode is a reminder that alignment matters. Brett talks openly about integrity, sobriety, faith, and designing businesses that support life, not consume it. Systems should give you more presence, not less. When your business works without you being glued to it, you win at both impact and freedom.If you're an entrepreneur who wants to grow smarter, serve deeper, and stop leaving money on the table, this conversation is packed with insights you can apply immediately. Listen to the full episode now and start building systems that work for you so you can keep Happy Hustlin a life you actually love.What does Happy Hustlin mean to you?Brett says it's leading with integrity, but it's more importantly, finding ways to serve others, serving in ways that nobody really can expect, while also providing for your family and being the man that you should step up to be. Connect with Bretthttps://www.instagram.com/btothefairall/ Find Brett on this website: Warehousebob.com Connect with Cary!https://www.instagram.com/caryjack/https://www.facebook.com/SirCaryJackhttps://www.linkedin.com/in/cary-jack-kendzior/https://twitter.com/thehappyhustlehttps://www.youtube.com/channel/UCFDNsD59tLxv2JfEuSsNMOQ/featured Get a free copy of his new book, The Happy Hustle, 10 Alignments to Avoid Burnout & Achieve Blissful Balance https://www.thehappyhustle.com/bookSign up for The Journey: 10 Days To Become a Happy Hustler Online Coursehttps://thehappyhustle.com/thejourney/Apply to the Montana Mastermind Epic Camping Adventurehttps://thehappyhustle.com/mastermind/“It's time to Happy Hustle, a blissfully balanced life you love, full of passion, purpose, and positive impact!”Episode Sponsors:If you're feeling stressed, not sleeping great, or your energy's been kinda meh lately—let me put you on to something that's been a total game-changer for me: Magnesium Breakthrough by BiOptimizers. This ain't your average magnesium—it's got all 7 essential forms that your body needs to chill out, sleep deeper, and feel more balanced. I take it every night and legit notice the difference the next day. No more waking up groggy or tossing and turning all nightIf you're ready to sleep like a baby, calm your nervous system, and optimize your recovery, go grab yours now at bioptimizers.com/happy and use code HAPPY10 for 10% OFF.

In this episode of The New Warehouse Podcast, Kevin chats with Jon Miller Schwartz, Co-Founder and CEO of Ultra, a Brooklyn-based robotics company focused on bringing AI-powered warehouse robots into operations. Ultra is tackling one of the most repetitive yet complex tasks in e-commerce fulfillment: order packing. Rather than building robots that rely on rigid programming, Ultra is applying modern AI models to enable greater flexibility, adaptability, and real-world deployment. During the conversation, Jon explains why advances in AI have unlocked tasks once considered impossible for robots, why packaging was the right starting point, and how Ultra's approach is reshaping throughput, predictability, and labor challenges in warehouses today. The discussion also explores ROI, workforce impact, and what the next generation of AI-powered warehouse robots can handle.See their robot in action right here.Learn more about The Brecham Group here. Follow us on LinkedIn and YouTube.Support the show

This week, pour yourself something strong and cue up the underwater jet packs—we're celebrating 60 years of Thunderball.In this episode of Drinks and a Movie, we dive back into the 1965 Bond spectacle to see how it holds up six decades later, from its lavish action set pieces to its larger-than-life villainy and unmistakable Sean Connery swagger. But the martini isn't just shaken—we crack open the pages too. Along the way, we compare the film to Ian Fleming's Thunderball novel, breaking down what the movie keeps, what it changes, and whether the story works better on the page or on the screen.To keep things properly cinematic, we're also tasting and reviewing all three new Hardin's Creek Warehouse Series bourbons, exploring how each expression differs and which one deserves a spot on your shelf for your next Bond marathon.It's classic Bond, thoughtful comparisons, and serious bourbon talk—because some anniversaries deserve both a rewatch and a refill.

Peter Filichia, James Marino, and Michael Portantiere talk about Tartuffe @ New York Theatre Workshop, The Bridges Of Madison County: In Concert @ Carnegie Hall, Diversion @ The Barrow Group, Christine Pedi’s Snow Business @ The Laurie Beechman Theatre, Anna Christie @ St. Ann’s Warehouse, Porgy and Bess at the Met, read more

Welcome to this episode of The New Warehouse Podcast, recorded on-site at Peak Technologies' Executive Briefing Center in Littleton, Massachusetts. Kevin chats with Tony Rivers, President and CEO of Peak Technologies, about how smart warehouse technologies are reshaping modern operations. Peak Technologies is a global solutions provider supporting supply chain, transportation, and logistics operations with end-to-end technology services. In this conversation, Rivers reflects on how warehouse technology has evolved over the past two decades. He shares why speed, labor constraints, and customer expectations are forcing a shift toward smarter systems. Rivers also explains how Peak helps customers navigate complexity by testing, validating, and integrating technologies that solve operational problems.Learn more about The Brecham Group here. Follow us on LinkedIn and YouTube.Support the show

Glens Ferry, Idaho is the kind of place where history never really goes away—where the Oregon Trail carved tragedy into the land, where the old railroad still hums with memories, and where the abandoned buildings feel like they're waiting for someone to notice them again. But for one kid growing up there, the strange history wasn't something he learned from a museum. It was something he saw with his own eyes—something that shouldn't have been possible. He and a friend were just cutting through the railroad district, taking a shortcut like kids do, when they passed the massive old warehouse everyone ignored. The kind with metal walls, rows of garage doors, and dark corners that swallow sound. Nothing unusual… until they noticed one of the doors sitting slightly open. And beneath it—just visible in the shadow—were two small legs. What happened next sent both boys sprinting into the warehouse—certain they were about to catch a friend playing a prank. But what they found inside. It didn't match anything logical. And it didn't match anything human. #ghoststory #paranormal #haunted #realghoststories #ghoststoriesonline #creepyencounter #trueghoststory #urbanexploration #railroadghost #hauntedwarehouse #idahoghosts #oregontrailspirits Love real ghost stories? Don't just listen—join us on YouTube and be part of the largest community of real paranormal encounters anywhere. Subscribe now and never miss a chilling new story:

Megyn Kelly is joined by Arthur Aidala and Matt Murphy, MK True Crime contributors, to talk about the new Washington Post reporting on Tyler Robinson's actions and text on the day of the Charlie Kirk assassination, the revelation he was talking about his Wordle score in the hour before, the unfair politicization of Charlie post-death by the left-wing media, the horrifying Rob and Michele Reiner murders, the question of whether Nick Reiner's lawyer will try an insanity defense, Megyn's theory that Nick Reiner might try to blame his father for abuse or neglect as a defense, if a plea could be reached to avoid the death penalty, whether the man named as a "person of interest" in the Brown U. shooting could sue for defamation, the lack of preparation by police and politicians, the embarrassing Brown U. shooting press conferences, how the police and politicians are not projecting confidence, and more. Then Dakota Meyer, founder of "The BLUF" Substack, to talk about why he re-enlisted in the Marines after 15 years, the new standards for the military put in place by Sec. of War Pete Hegseth, the dangers of the "Seditious Six" like Sen. Mark Kelly, why strong leadership is so crucial in our society, and more. Subscribe to MK True Crime:Apple: https://podcasts.apple.com/us/podcast/mk-true-crime/id1829831499Spotify: https://open.spotify.com/show/4o80I2RSC2NvY51TIaKkJWYouTube: https://www.youtube.com/@MKTrueCrime?sub_confirmation=1Social: http://mktruecrime.com/ Aidala- https://am970theanswer.com/radioshow/the-arthur-aidala-power-hourMeyer- https://dakotameyerthebluf.substack.com/ Birch Gold: Text MK to 989898 and get your free info kit on goldByrna: Go to https://Byrna.com or your local Sportsman's Warehouse today.Firecracker Farm: Visit https://firecracker.FARM & enter code MK at checkout for a special discount!Grand Canyon University: https://GCU.edu/MYOFFER  Follow The Megyn Kelly Show on all social platforms:YouTube: https://www.youtube.com/MegynKellyTwitter: http://Twitter.com/MegynKellyShowInstagram: http://Instagram.com/MegynKellyShowFacebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Glens Ferry, Idaho is the kind of place where history never really goes away—where the Oregon Trail carved tragedy into the land, where the old railroad still hums with memories, and where the abandoned buildings feel like they're waiting for someone to notice them again. But for one kid growing up there, the strange history wasn't something he learned from a museum. It was something he saw with his own eyes—something that shouldn't have been possible. He and a friend were just cutting through the railroad district, taking a shortcut like kids do, when they passed the massive old warehouse everyone ignored. The kind with metal walls, rows of garage doors, and dark corners that swallow sound. Nothing unusual… until they noticed one of the doors sitting slightly open. And beneath it—just visible in the shadow—were two small legs. What happened next sent both boys sprinting into the warehouse—certain they were about to catch a friend playing a prank. But what they found inside. It didn't match anything logical. And it didn't match anything human. #ghoststory #paranormal #haunted #realghoststories #ghoststoriesonline #creepyencounter #trueghoststory #urbanexploration #railroadghost #hauntedwarehouse #idahoghosts #oregontrailspirits Love real ghost stories? Don't just listen—join us on YouTube and be part of the largest community of real paranormal encounters anywhere. Subscribe now and never miss a chilling new story:

Megyn Kelly is joined by Tom Bevan, Carl Cannon, and Andrew Walworth, RealClearPolitics Hosts, to discuss Time Magazine's "Person of the Year" being named AI and the "architects" of AI, why Charlie Kirk deserved the title, Candace Owens' feud with Turning Point, CEO Erika Kirk's forceful response for the first time to Candace, how the debate right now is dividing the right, whether this will affect GOP chances in 2026, Gavin Newsom's book announcement, the inauthentic way he's trying to address his authenticity problem, the truth about his upbringing, whether he has a real shot in 2028, Rachel Maddow and Jon Stewart receiving a journalism award for some reason, why Megyn thinks Bari Weiss will fire Scott Pelley in 2026, and more. Then Doug Brunt, author of "The Lost Empire of Emanuel Nobel," joins to talk about his new book, how it's actually book two of a trilogy, how fonts are an important small way to make a point and connect with people, what a healthy marriage looks like, why laughter with family is key to happiness, and more. Bevan, Walworth, & Cannon- https://www.realclearpolitics.com/Brunt- https://douglasbrunt-author.com/ Birch Gold: Text MK to 989898 and get your free info kit on goldBeeKeeper's Naturals: Go to https://beekeepersnaturals.com/MEGYN or enter code MEGYN for 20% off your orderByrna: Go to https://Byrna.com or your local Sportsman's Warehouse today.All Family Pharmacy: Order now at https://allfamilypharmacy.com/MEGYN and save 10% with code MEGYN10  Follow The Megyn Kelly Show on all social platforms:YouTube: https://www.youtube.com/MegynKellyTwitter: http://Twitter.com/MegynKellyShowInstagram: http://Instagram.com/MegynKellyShowFacebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Megyn Kelly is joined by Brian L. Cox, Cornell Law professor, to talk about the new reporting casting doubt on the Washington Post narrative about Sec. Hegseth and the deadly "second strike," the significance of a potential intercepted conversation between a survivor and a narco-terrorist, and more. Then Rich Lowry and Charles C.W. Cooke of National Review join to discuss the reality of the drug boat strike story, why the press is itching to slam the Trump admin and sacrificing objectivity, Kash Patel's exclusive comments reacting and pushing back against the anonymous report aimed at his work at the FBI, what could really be behind the smears coming out now, disgusting reactions from the media on the shooting of National Guard members in DC, their choice to blame Trump for the actions of the Afghani national, and more. Then Elliot Ackerman, writer, "The Free Press," joins to discuss the truth about the CIA-backed “Zero Unit,” the Afghan involvement he experienced, his decorated military career, why he began his series about what "A Man Should Know," how young boys need positive role models in today's culture, the importance of intentionality and doing the little things, and more.  Cox- https://x.com/briancox_rltw/status/1995406709737607440?s=42Cooke- https://twitter.com/charlescwcookeLowry- https://www.nationalreview.com/Ackerman- thefp.com/Elliot10 Riverbend Ranch: Visit https://riverbendranch.com/ | Use promo code MEGYN for $20 off your first order.Geviti: Go to https://gogeviti.com/megynand get 20% off with code MEGYN.Done with Debt: https://www.DoneWithDebt.com & tell them Megyn Kelly sent you!Byrna: Go to https://Byrna.com or your local Sportsman's Warehouse today.  Follow The Megyn Kelly Show on all social platforms:YouTube: https://www.youtube.com/MegynKellyTwitter: http://Twitter.com/MegynKellyShowInstagram: http://Instagram.com/MegynKellyShowFacebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Megyn Kelly looks back at some of the memorable moments from her recent "Megyn Kelly Live" tour, including conversations with Tucker Carlson, Ben Shapiro, Erika Kirk, Donald Trump Jr., Piers Morgan, and Link Lauren.  Riverbend Ranch: Visit https://riverbendranch.com/ | Use promo code MEGYN for $20 off your first order.Tuttle Twins: Give your kids a gift that matters—save up to 75% on Tuttle Twins bundles during the Black Friday sale at https://TuttleTwins.com/MK.Grand Canyon University: https://GCU.edu/MYOFFERByrna: Go to https://Byrna.com or your local Sportsman's Warehouse today.  Follow The Megyn Kelly Show on all social platforms:YouTube: https://www.youtube.com/MegynKellyTwitter: http://Twitter.com/MegynKellyShowInstagram: http://Instagram.com/MegynKellyShowFacebook: http://Facebook.com/MegynKellyShow Find out more information at:https://www.devilmaycaremedia.com/megynkellyshow Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.