Podcasts about Weinberg

Teague travels to Wrightsville Beach to sit down with Mike Weiss and Ben Weinberg, the visionaries behind Trailborn and founders of Castle Peak Holdings. These Goldman Sachs alums share how they built a vertically integrated hospitality platform, from development to operations, and landed a deal with Marriott with just four open properties. Trailborn is reimagining experiential lodging with thoughtfully designed hotels in iconic destinations, combining curated itineraries, local flavor, and outdoor access for a stay that feels anything but standard. Fresh off raising $315 million in just four months, Mike and Ben talk capital, brand building, and what's next for the industry's most-watched new brand. Plus, stay tuned for an exclusive look at the brand-new Trailborn Surf & Sound coming next Friday.

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The B2B boys Jon Lombardo and Peter Weinberg return to the podcast for a third time, this time wearing their new distinctive assets. They go hard on Professor Scott Galloway, disagreeing with his "brand is dead" statement, suggesting that not only is brand not dead, it's alive, thriving and you need it for your brand to survive. They also give us an update on their synthetic research company, Evidenza, and what the future of brands look like in the age of AI.Timestamps00:00 - Intro02:07 - How is Evidenza going?03:36 - Why Evidenza have embraced distinctive assets08:29 - Why Jon and Peter disagree with Scott Galloway on brand17:20 - The future of brand in the age of AI21:21 - The 95:5 rule reinvented27:48 - Why brand efforts compound30:00 - Why brand matters more in B2B than B2C38:49 - The Evidenza jingle41:03 - What marketing questions can now be answered with AI55:17 - What is the future of AI for research

In this conversation, Nina and Karley explore the complexities of gender roles, ambition, and the unique shame that women often experience. They discuss how societal expectations shape women's self-perception and the pressure they feel from both themselves and other women. The conversation also highlights the importance of supportive relationships and the empowerment that comes from vulnerability and acceptance of needing help. 03:06 The Impact of Shame on Women 06:01 Societal Expectations and Self-Perception 11:51 Empowerment Through Vulnerability 20:48 Stereotypes and Shame Among Women 23:35 Navigating Shame and Self-Perception 27:35 Social Media's Influence on Self-Comparison 29:43 Coping Mechanisms and Acceptance Karley Weinberg is a working mom of two, stepmom of one, and content creator with a background in Sociology, Public Health, and Law. She is passionate about mental health and uses her social media platform to put complicated and sometimes contradictory emotions into words. With a focus on self-esteem, trauma, and neurodivergence, Karley's goal is to use humor and relatability to help others feel seen and slightly less alone.  Episode Sponsor: Get started at Factormeals.com/mamaknows50off and use code mamaknows50off to get 50% off plus FREE shipping on your first box. Learn more about your ad choices. Visit megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

Der Staffelter Hof in Kröv ist das älteste Weingut der Welt – gegründet im Jahr 862. Doch wer glaubt, hier sei die Zeit stehen geblieben, irrt gewaltig. Denn Jan Matthias Klein, der heutige Kopf des Betriebs, denkt Weinbau radikal neu: Biodynamie, PiWis, Permakultur, internationale Gastwinzer:innen, kreative Etiketten, CO₂-Neutralität – und mittendrin ein lebendiger Ort der Gemeinschaft, der sich ständig weiterentwickelt. In dieser Episode spreche ich mit Jan über seine Vision vom Wein der Zukunft, seine Mentoren, seine Haltung zur Naturweinszene – und über Fehler, Glücksmomente und die Magie von Musik im Weinberg. Eine Episode für alle, die Weinbau als Kultur und Bewegung verstehen – und sich für neue Wege begeistern.

Dora: First of all, thank you so much for your willingness to connect and speak with us today. And to start off, do you mind briefly introducing yourself? Sijh: Yes. So my name is Sijh Diagne. I am a Weinberg class of 2010, did Economics and International Studies at Northwestern. Today I work as the advisor to the CFO of the African Development Bank. It's the largest multilateral development bank in Africa. Before that, I used to be in the Senegalese government as a senior advisor to the Minister of Economy, Planning and Cooperation. So the last five years I have found myself being at the intersection of policy and finance in Africa. Really enjoy playing some of my hobbies. I enjoy playing tennis. I enjoy playing a little bit of basketball, love watching tennis as well. Had a chance to travel quite a bit. So I enjoy traveling and trying out some new foods. So that's a little bit in a nutshell about myself. Dora: Sounds great. I'm actually going to play tennis and basketball later today. Sijh: Ah, fantastic. Dora: It's very nice out. Yeah, I'm a big fan of tennis and basketball too. Sijh: Very good. Dora: Thank you so much for introducing yourself. So I think my first question is that we're wondering how did you end up working at the African Development Bank Group and being where you are right now? Sijh: Yes. So my mentor I've had since I graduated from college when I joined Oliver Wyman as a consulting, he was an investment bank at the time in Dubai, Senegalese named Amadou Hott, and he became the Minister of Economy, Planning and Cooperation of Senegal in 2019. So I sent him a text message when he became minister. At the time I was at Harvard Business School. I finished my MBA and I was working at Credit Suisse in New York. And I said, "Congratulations." And he said to me, "You should think about joining the government, you'd be good to come home and serve your country." And I said, "Yeah, yeah, it's okay. No problem. I'm enjoying banking, but I wish you the best." And long story short, he did contact me and came to New York and said, "I need you. I'm building a team. I want you to join the ministry as my advisor. You're going to be in charge of private sector development." This was at the end of 2019, had decided thinking about everything personally and professionally, that this was going to be a really cool opportunity to serve your country, contribute to policy, especially something that I've always wanted to do since my days at Northwestern. And he took me on board and I became his advisor. We did a lot of interesting things in Senegal, COVID-19 pandemic economic recovery plan, an emergency youth jobs plan, PPP law, and really put Africa on a map, at least Senegal on a map, especially when we were sharing the African Union. And subsequently, he then moved on from government, went to the African Development Bank as advisor to the president, special envoy. And when the CFO of the bank was looking for somebody, had asked him and he suggested my name as somebody who had the profile, given my investment banking background, coupled with my policy and government background. And that's how I ended up at the African Development Bank. So it's a quite combination of personal interests, luck, but also relationships given the fact that it was a mentor who had recommended me. And this is a lot of times how the world works at a certain level. It's word of mouth, its connection, its relationships. And that's how I ended up where I am today. Dora: That's really cool. I think it's really cool that you ended up contributing to your own hometown by using your interest and skills and expertise. That sounds very cool to me. And you've also mentioned that you started off as a consultant at Oliver Wyman. What led you to decide that you want to do consulting when you first graduated? Sijh: So consulting was a little bit by accident, I would say. At the beginning when I was a junior at Northwestern, I had an undergraduate research grant to do studies. I was doing a thesis on China's economic involvement in Africa because I was surprised that when I went on vacation in Senegal, I saw a lot of people from China in Senegal. And Senegal was not a resource-rich country at the time. We did subsequently find oil and gas, but that was much later. And I was just quite interested in that new phenomenon. And so while I was doing that project, I started talking to merchants and consumers about business, about trade, and I got very interested in maybe the business of giving advice on strategic advice. Instead of maybe going for a master's in international relations and doing diplomacy, I maybe thought maybe I should explore deep field in management consulting, especially in emerging markets because it was one of the fastest growing markets in the world and I wanted to get exposure to that, given my Senegalese background, the fact that I also had chance to spend also a study abroad in Egypt and wanted to also develop my Arabic. So I looked at opportunities that will place me in the Middle East where I can be focused on at the time Middle East and Africa. And Oliver Wyman was recruiting in their Dubai office, and that was my top choice. Now remind you that this was in 2009. It was at the height of the economic crisis. So it was extremely challenging to find a job, and I just remembered applying to so many jobs at the time and just feeling completely agonized that what if I don't get it? Because a lot of my classmates were not getting jobs, people were getting laid off, were not recruiting as much. And I really thought that this is the only chance I have to differentiate myself because the US market was just quite challenging. And I practiced many, many hours a day. I only took three classes when I [inaudible 00:06:37] Northwestern versus four just to give myself a chance to get to that job. And so by God's grace, I got the job and then I moved to Dubai. And that's what I ended up doing for a few years. Dora: That sounds really cool. So you've mentioned that it was really hard to find a job back in 2009. And I'm sure it got a lot better now, but it's still a little hard for us because I'm a junior, so I'm also applying for jobs. It's still hard, especially for international students to find jobs. So is there any advice or suggestion you can give to the students seeking for a job in financial service or just seeking for a job in general? Sijh: Do not underestimate the power of the alumni network and in your relationships. When I was applying for jobs at the time at Oliver Wyman, most of the people who were interviewing me were from the Chicago office, Northwestern alum. And so I really tapped into that network at the beginning. It's the only network really I'd had at the time, frankly. And so in any job you have to look at what is required of the job in terms of skill set. Does it match currently the skill sets that you've been building or working on? And then number two, just really talk to alumni, talk to your network who work in those fields. Because oftentimes what might make a difference is just a person at the right time saying, "Oh, I know this person. I've worked with this person, I've interacted with this person. I can tell this person's character. I can tell this person's work ethic. I can tell about how assiduous they are. I can tell about how much integrity, how good communicator they are, and how consistent they have been in terms of reaching out, following up, asking the right questions and really putting in the work." Because at the end of the day, that might be what differentiates one or two candidates, what you do well, what you can control, having a good GPA applying for the job, but tailoring your CV, preparing for the interviews. But at the end of the day, sometimes the decisions are being made based on other emotional quotient. What were the interactions like with the people who you've met? Have you been very consistent at reaching out at talking to them? What has been your demeanor? I found that these interactions really made a difference, and so I made it a point in my career to just continue to reach out to mentors, continue to reach out to people in my different circles. This interview that we're having today would not have been possible if it weren't for a Northwestern alum, my sister Nikki Okrah, who gave a brilliant commencement speech last year and to whom I'm being very, very grateful for to open doors. And these are the ways in which the Northwestern alumni has been used. Nikki and I have been friends for almost 17, 18 years, since freshman year of college. She's back in Ghana building Chaku Foods, which is a startup in the agricultural space. And so my point is just leverage the network, build genuine relationships with people, your colleagues, your peers, and these things will pay dividends over time. Dora: I definitely agree because I've been doing networking and coffee chats with a lot of alumni as well, and I know that they have also been reaching out and talking to a lot of students. But I don't know if this question might be a little repetitive. Do you have any advice or suggestion for students to maybe stand out in those conversations? Like you mentioned being consistent and always follow up, but is there any more things or specific strategies we could use to... Sijh: Yeah, and I think these times are very challenging times as you can see given what's happening at the global environment. Quite challenging, quite complex, but it's also a tremendous time of opportunities and growth. One way in which I differentiated myself at the time when I was graduating is that I knew I had a language differentiator. I was fortunate to speak five languages, including Arabic, which was a differentiating factor when I was applying for jobs in the Dubai office. Being from Senegal, having had good quality education from Chicago at Northwestern and making sure that you had a good academic performance, those were things that at least I could differentiate myself. So I also already felt like I was competitive on the international front. I could make sure that I may not have been competitive on the local front in a Chicago office front because I think they were much stronger candidates. But for sure, I used my skillset, my international background, the fact that I did an international studies degree sort of understood some of the geopolitical implications at the time, to my advantage. And even when I was transitioning into investment banking, I gave myself that opportunity. So when I was at Harvard, when I was applying for my internship at Credit Suisse, again, the differentiating factor made it that I did an international degree, I had an international experience having worked in many different countries, being based in Dubai, covering Middle East and Africa. Having done consulting as somebody who's transitioning into financial services gives you the problem-solving skills, give you the ability to just synthesize dense information into small, consistent and simple messages to be able to tailor messages based on your audience. And those were a few skillsets that I picked up from my consulting background that were really helpful not only for investment banking, which you're transitioning to the financial services, but even beyond, skillsets such as communication, skillsets such as the ability, like I said, to look at complex problems and breaking them down into smaller pieces that can take you from point A to point B, and your ability to explain to different audiences the key messages. If you're meeting with a senior executive, what is the message that he needs to hear? How are you able to explain that to him? When you're meeting with more technical people, what level of information do you need and how do you communicate that effectively? Those are skillsets that are going to be very important no matter what you do, especially in financial services as well, because what happens is you're taking a lot of data from very, very different data sets and you're trying to synthesize them into something that can be actionable, recommendable for senior executives to make a decision about his company, his business, or for a country in the case of government. Dora: That sounds really cool and very helpful, all the skillsets you've mentioned. So how is working in consulting and financial service, for example, investment banking, different to you? Sijh: Yeah, so consulting and investment banking, those are both advisory businesses. So in that way they're kind of similar. You are always looking at what are your client's most pressing issues, and you're trying to solve them. Maybe in a consultant you might be more thinking about the strategic issues, market entry strategy, cost-cutting strategies. Maybe if you're doing corporate finance and investment banking, you are advising them on what is the optimal financial structure that you have, maybe what are the acquisitions that you need to do in order to generate the shareholder return and meet your fiduciary duties towards your shareholders. Those are in a way similar but also different skill sets. What I love about investment banking in particular as a great training is that you're still problem solving. You become very financially savvy and you really pay attention to details. It is about having strong attention to detail that will really make a difference in a way. You have to be able to understand the financial implications of your decisions of the data, while at the same time still have to communicate in a way that the senior executive in front of you, the CEO or the CFO or the head of business development, understand and also take your recommendations and action them. At the end of the day, the strategic advice needs to be actionable. And I really want to put an emphasis on the action part because you're getting paid to provide a service that he can take and say, "I can make this happen and I can generate returns and I can generate a results." So that's what I would say the similarities, but also the differences and what skill sets you need to pay attention to in order to move up the financial services ladder. I didn't stay very long in investment banking. I only did it for a little under three years. But the skill sets that I picked up there in terms of just understanding finances, reading the balance sheet, the income statement, the cash flows, being able to quickly analyze that and then also help make a decision. When I came to government, one of the things that I really picked up, because we were doing the COVID-19 response for Senegal, we had to move really fast. We didn't know how the world was going because there was no playbook on how to do a COVID-19 response. But the investment banking and the consulting approach made it so that I knew how to take data that was happening from different parts of the world, the benchmarking that was being done. If you're doing comparable transactions in banking, similar things. What's happening in France, what's happening in Germany, what's happening in Spain, Portugal, Argentina, Brazil, et cetera? And then thinking about in your country, in Senegal, how would some of these fiscal or monetary policies actually be useful, be actually be easily implementable and will have the intended results for your population? So thinking very critically about those problems, analyzing data, large data and synthesizing them into simple, actionable items, that's what enabled us to move quickly to make recommendations directly for the president, for him to take action and for us to mobilize the resources from our partners, the World Bank, the IMF, the other bilateral and multilateral partners, for us to have a plan that can fight against COVID-19 response. So that experience was a combination of the consulting skillset, problem solving, and the financial services, attention to detail, understanding financial statements, thinking about client implications that made us have the results, and those are very invaluable skill sets no matter what industry you choose to always have. Dora: That sounds really cool to me. All of your experiences, either from consulting or investment banking are so helpful to your current role and your job. That sounds very cool to me. So thank you so much for sharing about the student alumni connection and your career. So another question as a student we have is that how do you stay motivated? Because we're still pursuing a job and seeking for a job, and sometimes it can be very overwhelming. So I'm just curious if you have any strategy or approach. Sijh: Look, the reality is you have to tell yourself it is hard. It is hard to recruit in these times that are very challenging where there's a lot of uncertainty, and understanding that it is hard first, and acknowledging is really first of all important. I probably applied to about 60 or so jobs and barely got more than five interviews. So you have to stomach the ability of rejection. I hear so many nos. It can be very disappointing. You can feel low about yourself. You can have, am I good enough? You can feel like, are you good enough? Were you smart enough? Did you work hard enough? You can really doubt yourself in these moments. But the key is just to think about is to stay optimistic. Stay optimistic that after the bad times, good times will come. You just stay the course. You just have to have an objective in mind. You want to recruit for this type of position, and you just give yourself the best chance for you to do this. Recruit, stay consistent. Have maybe a peer to peer review so that your peers can also keep you in check. I had a very good friend of mine at Northwestern named [inaudible 00:19:38] in my class. We were recruiting together. We used to practice our cases together. We used to check in on one another. "How are you doing?" We were spending many, many hours together every day, but keeping each other in check, keeping each other accountable. Having an accountability partner in this journey is also very, very helpful. And I found having that was really helpful for me to stay motivated. Leaning into your support system, your family, your loved ones, your friends, your professors, some alumni who can maybe give you comfort that, "Hey, tough times is part of life, but if you stay the course, things will work out." That there's always going to be bumps along the road, and I had my fair share of bumps along the road and continue to have bumps. But it's just the ability to keep at it, to stay, to be optimistic, to have a goal in mind, and just to give yourself a chance to work towards it while leaning on your support system, I think is what is going to carry you through some of the tough times you face as a student. And I think the last thing I would say is just to keep perspective, because you might seem like this is the worst things, but at the end of the day, you're giving yourself a chance to have a great education. The Northwestern brand is really strong. To this day, 15 years out, I haven't reached the peak of my career yet. I still have ways to go, but I'm finding that how powerful it has been, how helpful it has been based on the resources that I tapped into when I was in undergrad, the connections that I made that enabled me to get to where I am today. As I mentioned, my friend, Nikki Okrah, who's building a fantastic company, who gave me this opportunity to speak to these students as a Northwestern alum, as a friend and a sister. Those are things that will stay with you. So stay the course. Tell yourself it's hard. You understand. But you will get to the other side. Dora: Thank you so much. Sijh: And this too shall pass, as we say. Dora: Thank you so much for saying all of this. It's really motivating and so nice of you to say all of this to students. I feel like it's very helpful for everyone who's seeking jobs or underclassmen figuring out what they want to do after graduation in general. But yeah, just thank you so much again for your willingness to connect with all the students and for coming to the Weinberg in the World Podcast interview. We hope to stay in touch with you. Thank you. Sijh: It is my pleasure.  

Transcript: https://ww2.nycourts.gov/admin/amici/Transcripts/EllerinInterview.pdf

Zach Weinberg, co-founder and CEO of Curie.Bio, is redefining early-stage biotech investing with an operator's mindset and a founder-first philosophy. His approach combines funding with operational support and direct access to world-class drug hunters to dramatically increase odds of success. Today, Zach sits down with Nick Chirls, GP at Asylum Ventures and Beezer Clarkson,  LP at Sapphire Partners to discuss the massive risk associated with traditional therapeutics startups, how pairing a drug discovery partner with a seed investor solves those inefficiencies, and how biotech, the global economy and the political landscape are all closely connected.Learn more about Sapphire Partners: sapphireventures.com/sapphire-partnersLearn more about OpenLP: openlp.vcLearn more about Asylum Ventures: asylum.vcLearn more about Curie.Bio: curie.bioFor a monthly roundup of the latest venture insights, including the newest Origins episodes, subscribe to the OpenLP newsletter – delivered straight to your inbox: subscribe.openlp.vcCHAPTERS:(0:00) Welcome to Origins(5:08) Was Hunter High School Harder Than Penn?(10:22) Transitioning From SaaS to Biotech(20:55) Why Is Building a Biotech Venture Firm So Hard?(27:55) Building Curie.Bio(32:24) Zach on Drug Discovery(43:12) Biotech in China(49:42) AI in Biotech(54:51) "The Manhattan Project of Biology"

THE INTIFADA HAS BEEN GLOBALIZED IN BOULDER And not just Boulder. Let's not forget that in a very short period of time an anti-Semite tried to burn down the Governor of Pennsylvania's mansion with him and his family in it, two people were murdered outside a Jewish Museum in DC, and now we have a man throwing flammable devices, likely Molotov cocktails, at a group of mostly elderly people walking down the Pearl Street Mall to remind people that there are still hostages in Gaza. Eight people have been injured, one of them quite badly, and they ranged in age from 52 to 88. The man who did it was shouting about Palestine and his name is Mohamed Sabry Soliman.

Er überlebte drei Konzentrationslager und erzählt bis heute von diesen Schrecken: Albrecht Weinberg ist einer der letzten Holocaust-Überlebenden in Deutschland. Mit seinen 100 Jahren warnt er unermüdlich junge Menschen vor dem Vergessen. Heise, Katrin www.deutschlandfunkkultur.de, Im Gespräch

durée : 00:15:18 - Disques de légende du mercredi 21 mai 2025 - En 2019 paraissait chez chez Deutsche Grammophon un disque consacré aux Symphonies n°2 & 21 de Weinberg, par le City of Birmingham symphony orchestra et la Kremerata Baltica sous la baguette de Mirga Grazinité-Tyla

durée : 00:15:18 - Disques de légende du mercredi 21 mai 2025 - En 2019 paraissait chez chez Deutsche Grammophon un disque consacré aux Symphonies n°2 & 21 de Weinberg, par le City of Birmingham symphony orchestra et la Kremerata Baltica sous la baguette de Mirga Grazinité-Tyla

Preena: Welcome to the Weinberg in the World Podcast, where we bring stories of interdisciplinary thinking in today's complex world. My name is Preena Shroff and I'm your student host of this special Weinberg in the World episode. I'm a third year student majoring in neuroscience and global health studies with a minor in data center. Today I have the pleasure of speaking with Natasha Phillips, who graduated from Weinberg College in 2000 with a Bachelor of Arts in sociology and biology. Natasha currently serves as chief marketing officer for GE Healthcare, leading teams that help healthcare providers design treatment plans for their patients. Natasha, thank you so much for being here with us today. Natasha: Thanks for having me, Preena. It's a pleasure. Preena: We are so excited to learn about your work in healthcare marketing, but would love to start out with how your career path was shaped by your time at Northwestern. Maybe you can tell us more about your undergraduate experience, what were some impactful classes, extracurriculars, or mentorships opportunities that you had which impacted your post-graduate career? Natasha: Yeah. You're making me think a little bit, because I got to go back in time. As an undergraduate, I was super lucky, having both a biology and a sociology major, it gave me the ability to see a very wide range of classes. I wasn't 100% sure actually what I wanted to do. I knew I was somewhat interested in the sciences. I didn't actually know I would be that interested in the social sciences, but I took a couple of classes. One in particular was the Sociology of Race and Ethnicity with Charlie Moskos, which actually made me decide to ... That was the reason I became a sociology major. I just got super lucky, I loved that class. It's funny, if I ever had a second life, I always say I would have loved to have gone back and been a sociology professor. But I didn't take that path, I went more with the actual biology side of things. I was weighing, do I want to do research? I actually was really interested in molecular biology, primarily because in the late '90s, which is a very long time ago to our students who are listening, but for me that was a time very formative because they were sequencing the human genome. There was a lot of promise in the space, not only of biology, but more specifically molecular biology and how it is linked to genetics and genomics as we think about the impact on healthcare. That really interested me to the point where I really was considering actually getting my PhD in molecular biology. Some of my favorite classes were the ones in which I had exposure to research, because I got to see the importance of just the impact that research can have. And the ability to be able to find a practical application, even if it's on a very specific question, to really contribute to the body of knowledge. Ultimately ended up being unsure what I wanted to do right after undergrad, so I went into healthcare consulting in which I wanted to be able to figure out, do I want to go towards the more business side of healthcare and thinking about commercializing healthcare and science from the industry side of things? Or to the academic side and actually get my PhD, and think about contributing to science and healthcare in that realm. I did have exposure, both in consulting as well as in research. I started in a research program at the University of Chicago in molecular biology after doing consulting so I could see both sides. And ultimately, actually, that was when I made the decision to focus much more so on the business side of it and to get my MBA, and to move into healthcare marketing. That led me into the career in which I've had today, in which I've been very lucky to have over 15 years working at very large multinational healthcare companies, primarily in sales and marketing roles, bringing innovation in healthcare to people all over the globe. Preena: Absolutely. Wow, yeah. I think your path is actually not only a common path that students seek out, but also something that students might end up finding themselves in, even if they do experience a career switch in their life. That's really interesting to hear about. I have another question for you, more specifically job-oriented. Healthcare is constantly evolving, so maybe you can tell us a little bit about how your marketing approach has changed since you began your career? Natasha: Yeah. I love that question, Preena, because what really is happening is healthcare is evolving and the function of marketing is evolving constantly. I am really lucky that, both in the subject matter that I basically have decided to focus in, which is healthcare and ultimately the innovation around healthcare, but also have a really cool and exciting function that continues to evolve. I was lucky enough during my ... Maybe I'll start with the functional part, I'll start with marketing first, and then I'll talk about healthcare. The basic function of marketing has changed significantly over the past 20 years as I've been a marketer, primarily with the advent of digital and social media. It continues now to evolve, as we think about personalized marketing and AI, and what that's going to do. I would say the main changes that I've seen over time has been from a very I would say structured, one size fits all, if you think about it like mass media type of marketing in which there was a time in which you had one singular message and one singular way of approaching individuals, and not a lot of channels to reach them. To now, moving to almost a fully personalized marketing experience, where you have the ability with technology today to be able to say, even if you have thousands of targets, how do you understand the fine differences. There's got to be some generalization amongst those targets, but there's also some fine differences in how people consume their information, care about interacting with your brand, and want to be able to either become loyal brand advocates or detractors. How do you understand what those insights are to create an ongoing personalized journey that evolves over time with the individual as their media consumption and interest in whatever product you're selling changes? That's been one of the coolest innovations to think about, as we think about the function. If I look at healthcare, I've been lucky enough to see innovation across a variety of different segments within healthcare. I'd seen the advent of biologics. If we think about innovation from a healthcare point of view, in basically the last 20 years or so, we've seen drugs like Humira, which started the biologic class and has now exploded into one of the largest categories or segments within healthcare. And the significant impact that that has had on millions of patients, and has changed diseases all the way from skin conditions to much more serious autoimmune type of conditions. I've been lucky enough to see innovation on the diagnostic side, in which I've seen the advent of brand new technologies, including things like multi-plexing. Of taking a single sample, and instead of wanting to get one answer, you can get anywhere from 25 to 30 answers of which virus of which disease somebody has. And the impact that that has had not only on just healthcare, but on infectious disease and vaccines in other parts. For me, what has actually kept me so motivated in healthcare for so long is it isn't just an idea. I get to be part of the teams, and it's a cross-functional team that includes everybody from scientists, research and developers, operations, medical affairs, clinical affairs, marketers, salespeople, finance people, and everybody, I'm sure I'm forgetting some functions. It is such a complex effort to bring innovation like this to market and sometimes can take 10 to 15 years, but when it happens you actually see significant change in healthcare. For me, that's the ability to think even 30, 40 years from now, some of the either diagnostics, devices, or drugs that I've helped to bring to market will really have an impact. Either because it continues to improve healthcare or it was the precursor of future innovation that's going to continue to come because we've paved the way for it, so it's really cool. Preena: Absolutely. That's really incredible. And the way you're able to work with people of many different fields and backgrounds, and then learn from them as well is a really incredible experience, and I hope defines a lot of students' careers in the future as well. Natasha: Yeah. I think just to add to that, the one thing to really keep in mind is I love the interdisciplinary approach that a really good college in arts and sciences like Weinberg does. Because for me, that kind of thinking, although I didn't understand it at the time because I was just a student and I had no clue what I was actually going to do, is something that to this day in my career I think back to and I leverage. It's helped to make me successful, especially in a very large matrix cross-functional organization. It's something that, as all of you who are students potentially listening to this and are thinking, "What might I do in the future?" Really leverage the opportunities that you have to do that kind of interdisciplinary type of work because it will make you much stronger in whatever field you decide to do. Preena: Yeah, absolutely. Going off of that, a bit in the other direction, but what is a common misconception about working in the healthcare marketing industry? Natasha: That is a great question. This is maybe a little controversial, but I'm going to say it. I think there is this perception of big, bad pharma and big, bad healthcare. I think it's something that is an understandable point of view and one which requires probably much more dialogue than what we can answer here. But I'll just leave people with this one thought. Which is if you think about most of the major innovations that have come to healthcare over the last 30 years, whether it's drugs to treat high blood pressure or hypertension, or innovations in diagnostics as I mentioned to be able to not just understand what's happening from blood count, but to be able to look at the molecular and cellular level to treat rare diseases and everything in the middle. Much of that innovation, while it is funded and founded in the basic research that happens at academic and other institutions, has really been driven by the industry. Whether it's the pharmaceutical industry, the med device industry, the diagnostic industry. That requires significant investment and significant time. It also requires a very high failure rate. In some cases, if you have 100 compounds or 100 ideas that you're bringing through, less than 1% of them will sometimes make it to market. There is a significant amount of investment that needs to happen. While there's always optimizations that could happen, I always implore people to think about the fact that the drug that your mother or father is taking today, or that your brother or sister is taking for asthma, didn't exist probably even 20 or 30 years ago because we didn't have the funding and innovation that was coming necessarily maybe from companies that has been pushing that forward. While there is a lot of discussion to be had about healthcare and the rights to healthcare, I think companies like mine, whether it's my current company or previous company, have played a very important role in really helping to improve overall health and healthcare as we think about the impact on people's lives. I just ask people to be open to the fact that there's always a variety of different vantage points and it's always a great healthy dialogue to have. Preena: Of course, yeah. From what you said, it sounds like it's a bit of a trade-off and it's really important to discover where you fit in within that sphere, and learn how to interpret your work and your path in that direction as well. Just realizing what impact you're making and picturing that longterm. Natasha: Yeah, exactly. Preena: Okay. Then, I was also going to ask you about the student perspective, thinking about students today. How would you recommend students cultivate a personal brand? A lot of times people say networking. How do students network authentically, both online and in-person so that they can find the right opportunities or even the right opportunities can find them? Natasha: Yeah, I think it's a really great question. I very much will reiterate the importance of networking because I think that's foundational and fundamental to everything that we do today. In fact, many of you who got into very competitive colleges probably had to figure that out as you were even thinking about how to get into the school that you're in today. That thought process needs to continue as you think about getting your first job, or maybe you're getting your next pre-professional school that you're focused on. I would take that networking to the next step to say I think some of the most effective networking has two really good components. I find this, because I have a lot of people who maybe reach out to me, either through my network or because they're looking for learning about marketing or healthcare, or other topics that maybe I've had some experience with. The first of those two things is really having a genuine brand, and one in which you really own and feel passionate about. The most interesting and coolest networking that I do, even with students today, are the ones in which people are very purposeful about what they are interested in, what they care about, what their brand is. It's probably hard to even think about me as a college student, what is my brand? But you have a brand. You may not know it yet, but you definitely have and can develop a brand. That brand should be whatever you feel truly passionate and genuinely interested in, because that will only I would say help you have much more successful networking and much more genuine connections with the people that you are trying to connect with. Even if that individual maybe doesn't understand or isn't that maybe close to the topic, you'd be shocked how just that genuine authenticity is going to help drive really stronger connections in networking that are going to help both you, as well as the network that you're creating, as you think about the fact that one day you're going to have a network and you're going to want to be able to pay it forward to students the way maybe people are helping you with your decisions and career today. The second one as you think about networking is a lot of times, networking and finding a good fit, whether it's a company or your next pre-professional program, or what you even want to do, is based on having a shared purpose with whoever you're networking with or whatever that institution is. I find the people who come and are most prepared for interviews, in addition to feeling very genuine and knowing what their brand is, are the people who are very clear on what my purpose, either as an institution is, or whatever group I'm part of. They understand that and it is very much akin to who they are, what they're looking for, what makes them passionate. That sense of shared purpose in networking I think is another way in which you can more successfully think about how do you take your decisions or whatever you're going to do next in your career path and be more successful in terms of what you want to do. Then the last thing I would say is don't feel super ... I know everybody's pressured to feel like they know exactly what they want to do and I understand that. I'm sure many of the people who are listening to this are very high performing, have always been very successful in life, have known exactly what they want to do. But there's a lot of benefit to maybe giving yourself the luxury of knowing you have a very long marathon ahead of you, as you think about the decision making in your career choices that you're going to make. If there's ever a time to be open to it, it's probably earlier in your career when you're maybe more willing to not only take some risks, but also be true to what you actually think will be interesting to you over a longterm career. Don't be afraid if it's not going to be a straight line. It might be a really curvy, cool path. At the time, it might feel a little discouraging, but don't be discouraged. Because I would argue, if I look back, some of my coolest decisions were the ones in which it wasn't this straight line, very clear path of what I wanted to do. But rather, I was either more open because of external circumstances or internal motivation to being a little bit more flexible and not so purposeful, and everything must be this in this timeframe. I think if you have some openness to that, it will really help you and probably put a lot less pressure on you as you're thinking about your career. Preena: Right. Yeah, that's really great advice. In terms of winding paths, switching over to your career and more of your day-to-day role, what would say is a challenge or challenges that you often find or encounter in your day-to-day role and how do you approach those? Natasha: That's a good question. My challenges in my day-to-day role. I'm fortunate in which I lead a functional team, so I have the benefit of having an amazing team that I work with every day across a variety of brands and products, across a very diverse portfolio. I've been lucky enough to do that at this current company, which is GE Healthcare, and the previous company I was at which is Abbott. Many times, if I think about the biggest challenges in my day-to-day, it really is around I would say three big areas. The first one is when you are such a large matrix company that is so dependent on your other functional teams, to ensure that you are all very clear on what the goal is, what you're all trying to accomplish, and that you're all rowing in the same direction, and have shared purpose and goals. Often times in our day-to-day, even in companies where you think everybody's on the same team, you can often find that there's actually sometimes a bit of misalignment or competing priorities. Sometimes that's because we're different functions or groups, sometimes it's because we're different segments. Sometimes it's just because we don't understand that shared goal. It's keeping everybody aligned to the mission, strategy, and vision. I would say as marketers actually, I feel like we are big drivers of that in an organization. It's something I always feel very responsible for and want to help my team feel very responsible for. That's the first one. The second one is we work in a very complex landscape. We're highly regulated here in healthcare. We want to do the right thing. Actually, I always tell people I'm so glad that we're highly regulated because the decisions we make actually impact life or death. It's actually for all the right reasons that we have very strict regulatory and approval processes, and then ongoing monitoring of all of our activities from our quality processes to our commercial processes and everything in between. But that can bring a lot of complexity. You've got to navigate a lot of sometimes tough legal and compliance discussions. But at the end of the day, the way we navigate them successfully as a team is really by reminding ourselves that the reason these regulations exist is to keep patients, our own family members who are consuming healthcare every day safe. We're able to do that. I feel we, despite sometimes difficult discussions, always get to the best answer in doing what's right for the patient and what's right for healthcare. Then the third thing, which is I think sometimes hard, is we all come to work every day because we actually care about healthcare and saving lives. That's sometimes really hard to remember when you get stuck in your day-to-day. You can be at a tough meeting, or a really hard strategy review, or a really hard finance review, or maybe you're missing your number in this sales goal. But at the end of the day, those hard days are really worth it because of what ultimately we're bringing to patients all over the globe. Again, there are these challenges, but over a long career I've been able to figure out how to successfully navigate them. So that I feel that even the challenges motivate me to come to work, and figure it out, and be better tomorrow. Better today and tomorrow than I was yesterday and in the past. I try to motivate my teams to think about that in the same way. Preena: Absolutely. Oh, yeah, that was very insightful. I think a lot of these can be applied to any fields, because a lot of times, in healthcare specifically, there is definitely life and death impacts. Then in other fields, people can have those same hard conversations and still need to have that resilience and build up that resilience to come back from that. Natasha: Very true. Very, very true. Probably very similar, just maybe different categories, but very similar discussions that would happen- Preena: Absolutely. Natasha: ... outside of healthcare, too. Preena: Yeah. Okay. Well, thank you very much for sharing this with us and thank you for joining us today. That is all the questions I have. We really value your time, and for coming on and speaking to all of our students. Thank you very much. Natasha: Thank you for having me. It was pleasure to talk to you.  

In this episode of the Weinberg in the World podcast, Aimee Resnick '26 interviews Priscilla Vail-Caldwell '85, founder of Vail-Caldwell Projects. Priscilla shares her undergraduate experiences at Northwestern, including impactful classes and internships that shaped her career in the arts. She discusses her current role as an advisor and curator, helping clients build art collections with a focus on research and quality. Aimee: Welcome to the Weinberg in the World Podcast, where we bring you stories of interdisciplinary thinking in today's complex world. My name is Aimee Resnick and I am your student host of the special podcast episode. I'm a senior studying social policy at Northwestern University who plans to pursue public administration in my home state of Colorado. Today, I'm very excited to be speaking with Priscilla Vail-Caldwell, who is the founder of the consulting firm, Vail-Caldwell Projects. Thank you, Priscilla for taking the time to speak with me today. Priscilla: Thank you, Aimee, for having me. Aimee: Of course. To start us off today, we were wondering if you can just tell us a little bit more about your time at Northwestern as an undergraduate in terms of what did you study and what were the impactful experiences you had at Northwestern that led you to your current career? Priscilla: I think one thing to note is that I came to Northwestern following a year of study abroad in France. As a senior, I studied in France, and then I came to Northwestern with an idea that I wanted to be at a big university near a city. Logistics had something to do with actually my choice of university, and I think it had to do with the fact that I had this experience that had really kind of opened my mind up about the world, essentially. There was that, and for some reason I declared an art history major very early on in my time at Northwestern. I think as a freshman, I had already decided that that was what I was going to do. You had asked what was one of the transformative experiences that I had at school, and I was thinking that ironically, in a way, I think it may have been a studio art class that I took because it was very rigorous and I enjoyed it, and I had a lot of respect for the other students in the class who I thought were gifted than I was. And I then realized that that wasn't really what I should be doing, but I still wanted to be involved in the arts, and I wanted to be involved in art history and working with objects. I always enjoyed those big introductory courses, sort of identifying paintings, and it seemed like a game to me, really. And I enjoyed that. And then frankly, learning about history through the lens of art. That was always something that kind of compelled me. I think another thing that I did while I was on campus, and I do think this is something that big universities offer, especially ones like Northwestern that are near a city like Chicago, are the opportunities to work in different situations outside of the university campus. I always worked, while I was at Northwestern, I waitressed, I did all sorts of things in order to earn extra money, and I found a job at a gallery downtown in Chicago called Frumkin & Struve. It's no longer in existence, but at the time, it was one of the big galleries downtown. And I worked there every Saturday. And then I had time in my schedule during the week, and I would work there usually one day during the week as well. And Bill and Debbie Struve were the principals of the gallery, and they gave me a lot... I mean, for a college student, they gave me a lot of responsibility, and they really brought me into the fold in a sense. So, I was included in all sorts of things, and the dinners for the artists, and I got to meet a lot of the artists that they were working with. And it was exciting and engaging, and I thought that that seemed like the kind of life I wanted to lead. I enjoyed the interaction with the artists primarily. Aimee: Oh, I totally empathize with your studio art experience, I'm taking painting right now, and there are some incredible painters in that class. But I also wanted to just say, I think that your experience having a really meaningful internship in Chicago is a good reminder to students to look outside the Northwestern bubble for opportunities as they're going through school. And I was wondering if you could tell us a little bit more about what you do at Vail-Caldwell Projects now that you're in New York. Priscilla: Well, I'm an advisor and a curator, and I've had my own advisory business now for the last... I think it's been about eight years. I've always been in the professional... I've always been in the commercial art world, but in this iteration, I advise private people who are building collections on acquiring works of art for the collection. We're building things oftentimes from the ground up. Oftentimes, I will start working on a project with somebody and there will be nothing essentially, and we will work on that together and build something that is meaningful and very specific in every single case with every client that I work with. All my projects are very, very different. There are clients that I work with who buy only the work of one artist. There are clients that I work with who focus very specifically on certain kinds of movements in, for instance, the California Light and Space Movement. There are people who are interested in collecting works by female artists. It all ends up having very different kinds of focuses. Each one of the projects allows me to apply my research skills and learn a lot alongside whoever it is that I'm advising, oftentimes about different aspects of the art world. I see what I do, as always, very research-based and obviously sort of a search for quality and also to include different voices in any kind of project that I work on. I also have a very strong background in modern American painting. I have this kind of hybrid experience where I oftentimes advise people on the purchase of work by contemporary and emerging artists, but I have a strong background in historic American painting. Many of my curatorial projects have been focused on the works of some of the seminal painters of the 20th century. I've done a series of exhibitions at Paul Kasmin Gallery on the work of Stuart Davis. I worked with Kasmin on a number of projects. Another one was a exhibition of sculptures by Elie Nadelman, who is artist who came to the United States from Europe and is considered part of the canon of modern American painting or sculpture, really. He's not a painter, he is a sculptor. I've also done projects with smaller galleries where I've curated relevant shows of young, relatively unknown artists. And that's always fun. I enjoy doing that. That's really a wonderful way for me to dive in and learn about what's going on out there amongst a group of recent graduates. So that's always exciting and I enjoy that kind of work very, very much. And currently, I think one of the things that I've just started working on is a collaboration with a gallery in London called Pi Artworks and an artist who they represent, whose name is Jyll Bradley. So I also advise the estate of Stuart Davis. Aimee: Yes, it does. And I have a related question, which is that you mentioned having worked with a lot of different genres and periods and different artists in this realm of art history. And while you were going through your education in your early career, was there a certain artist or movement that was particularly influential or touching to you? Priscilla: I'm going to answer that question by giving you a little bit more of my background. I left Northwestern, I moved to New York, and I took a job at a small gallery. And that year of working there were like three people on staff. That was an experience that taught me that I wanted to go back to school and learn to become more expert on something. I wasn't sure exactly what that was going to be, but I needed more skills actually in order to have the sort of job in the art world that I envisioned. I was accepted at Williams, which a small... Everybody's always confused because it's a college, but it has two graduate programs, and one of them is an art history program that's associated with the Clark Art Institute. I was one of 12 students in that following year, entering in to a two-year program. I had the good fortune of... Linda Nochlin was the visiting professor at the time who, if you're not familiar with Linda Nochlin, she was, she died a few years ago, one of the great feminist revisionist art historians of her time. And so studying with Linda, I began to look into the histories of certain artists like Eva Hesse and Jackie Winsor. Eva Hesse, of course, has been dead for many, many years. Jackie Winsor just died recently. At that moment in time, and I'm still very moved by the work and very interested in it, but I was very much focused on the work of minimalist and post-minimalist female sculptors to be extremely specific. That experience studying with Linda and looking into the histories of these women and the difficulties that they faced in a world that discriminates against women was eye-opening for me. And it's informed everything that I've probably done since. Aimee: Well, that's very interesting. And I think it's fascinating how some of these formative pieces of art really brought your eye into the future and your current work. And I know at the Block Museum on campus, we've had several exhibits that kind of follow in line with the types of art that you've just described in terms of the revisionist view of art history, the modernism with their Arabic art exhibit not too long ago. And I'm going to transition us to that because you're currently a member of the Block Museum Advisory Committee, and I just want to hear more about the work that you do there and then how you use that as a way to bring volunteerism and philanthropy into your professional career. Priscilla: I have always felt that volunteering my time to certain organizations in the art world is as important as the work that I do professionally. The idea of giving back, which I think frankly is something that either is kind of... For me, it's something that was ingrained in me as a young person. I try to only align myself with organizations whose missions I agree with. And that kind of mission usually includes a sort of mentorship for young artists so that there's a teaching element, which I think is really important. And also this sense of inclusion and diversity in institutions at every level. It's not just the artists that you're showing, but also in integration into the organization itself so that it represents the world in a sense. I mean, that's kind of big, but I think you get the gist of what I'm saying. I sit on the advisory board, and I mean, I think that I help in a number of different ways, but I have a feeling that my experience in the commercial art world and my interaction with lots of different artists and different galleries helps the director and the curatorial department in different ways. I can shed some insight sometimes that is useful. And of course, there are other people on the advisory board, not just me, who have similar experiences. My colleague Steve Henry, who is a classmate of mine, is one of the directors, one of the partners, not directors at Paula Cooper Gallery here in New York, so he sits on the advisory board with me as well. I think Lisa has been very wise in the way that she's chosen the members of her board, where we all contribute important things in different ways. Aimee: Absolutely. And I'm curious, outside of the Block, what other organizations do you volunteer your time to? Priscilla: Right now, the Block is my focus, but I was for a long time on the board of an organization here in New York. It's actually on Long Island City called Sculpture Center, which is a Kunsthalle and a place that essentially acts as an exhibition space oftentimes for artists who live outside the United States to have their first museum exhibition here in the US. It's a place of discovery, I think for a lot of people. It's a place that is very research-based, and they have a very knowledgeable curatorial staff that is very involved in the international art world. They do that. And then they also do a very, what I think is a really important annual exhibition that is an open call to artists that is directed at younger emerging artists, again, who haven't exhibited in an institutional space. And there are funds provided and mentorship provided. And it's a kind of learning lab for a group of artists who then create a group show. There's also a curator who's hired from outside who comes up with a theme for the show, and then they work together to put on these annual exhibitions. And they're amazing shows, and they do great work, and it's a very rich environment. Aimee: Next time I'm in New York, I'd love to come see the gallery. That is so interesting. Priscilla: It's a beautiful space. It's a beautiful, beautiful space in Long Island City. I would be happy to take you there, so let's do that. Aimee: Thank you. Priscilla: Yeah. Aimee: I think we're going to pivot a little bit from your specific career more to the field of art history on the whole, and a big part of being in art history is curating relationships with your clients, which you mentioned previously. What is your advice for students who are looking to foster quick relationships with other people, be it interviewers, co-workers, anyone in the professional world that they need to have a really strong bond with? Priscilla: Well, I will say that when... I did a lot of research on people before I meet them, so that at least I understand what it is that they do, what some of their interests might be. I feel like... I mean, in any case, in any field, if you're going into an interview, if you're meeting somebody for the first time, if it's an important engagement of any sort, it's really good to know who it is, who you're talking to. I think first of all, I would say do your research and figure out, find some interesting things to talk about that will interest the person who you are meeting with. And also will give them a sense that you actually know who they are. I think that's always... That's just flattering for one thing, and it also makes you look like you've paid attention. I used to take every opportunity to go out and do things, and I mean, I go to a lot of openings. I get myself into situations where I will meet people. I think that it can be uncomfortable. You might not know anybody where you're going. You could feel sort of nervous and shy, but I think you have to push yourself to be in situations where you might not feel comfortable, but something will come out of it almost inevitably, and you'll walk away knowing somebody who you didn't know before, and you never know where that's going to lead you. I'm a big believer in that, and I sort of feel like I have two personas. I have the person who doesn't like to do those sorts of things, and then I have the person who has to get up in the morning and go to work and for whom it's a requirement. I think those are two bits of advice that I would have. I mean, for students at Northwestern, of course, if they're looking to create networks for themselves, I mean, they have one, right? I mean, you all have an amazing network through the university, and you have professors who want to support and help you. Again, even though I think sometimes it's difficult to push yourself to go in and talk to your professors, they are there for that reason and they want to support the student body and see them be successful and help you to find things outside of the university that will engage you and also perhaps end up being a path towards a career. I don't know if all of that necessarily answers your question, but you've got... I think sometimes you wake up in the morning and you think that you don't have the tools at your fingertips, but you do and you just have to press the button. Aimee: That's good advice. I think a lot of times students at Northwestern are too timid to take advantage of many of those resources. That's really good advice. I have a little bit of background for this last question, which is that I, myself, was an artist history major for two years, dropping the major because I realized I was never going to get a job in art history because I don't necessarily have a family background or the connections to leverage to get a job in art history. And I was just curious, understanding that art history enrollment is rapidly declining. The cover story of the Nation magazine in early April was about how art history enrollment is declining. What advice would you offer to people who might not traditionally undertake a career in art history who are interested in becoming art historians or people in the art world? Priscilla: I think that oftentimes when people approach the idea of being an art historian or being in the art world, that they don't think broadly enough about all of the different things that happen in the art world. Of course, the glamorous jobs are to be a curator at a museum and to be a director or a principal at a gallery. And frankly, not everybody... I mean, as far as gallery work is concerned, really... I mean, there's curation going on, but it's sales primarily. So that might not be for everybody for one thing. Sales is not exactly the job that everybody wants to have. But what I've been thinking about a lot recently, and certainly a lot of the people in the art world who I rely very, very heavily on and whose expertise is impressive are there are registrarial departments at galleries and museums. Those are people who work with the objects and who have to deal with whether it's insurance or packing or moving objects from one country to another. And all of these things, while it may sound less glamorous, are still very interesting and complicated. And so those are jobs, I think that certainly registrarial departments, we depend on them. They're extremely important. And they have their own networks as well, by the way. There's also art restoration and working directly with objects, which is an interesting kind of combination of the scientific and the art historical. Especially for people who are interested in the sciences, there's an application for that in the art world. And there's a lot of ways of... There's all sorts of things that happen like carbon dating and various different X-ray techniques and all sorts of things that help to say define an object isn't really what I mean. But you have to understand organic chemistry in order to be a painting conservator. I think that we should think maybe differently about the art world a little bit than we do sometimes. And art history will inform all of those things. I mean, all of those people who are working in those different departments need to understand art history. They probably wouldn't even be doing that work unless they did. But you can come at it from a different angle. And I think that that's something that should probably be more emphasized. We need more art conservators out there. We really do. And there are a lot of objects to work on. Aimee: Definitely. Definitely. And I have one more follow-up question on that, which is my worst job I ever worked was at the American Museum of Western Art. I love the museum. I think it's a beautiful museum. I love pictures of cowboys, my favorite genre, but at the same time, it was just scanning documents all day as an unpaid internship. And I think that finances are often a really big barrier to entry for people in art history, given the precedence of unpaid internships, years long fellowships where you're not compensated. I'm just going to narrow in on my question, which is what advice would you give to people from non-traditional backgrounds who want to pursue a job in art history at all? Priscilla: Well, a lot of graduate programs now are fully funded, so that might be something to explore a little bit. I know that for instance, Williams, there are a lot of... I don't know that every single one of them, but many of those students are fully funded and also receive help with living expenses, health insurance, all of their expenses are accounted for. That isn't exactly what you're asking me. But I do think that it's good to... If art history is something that you're serious about, and frankly, if something you're serious about an advanced degree is something to consider, there are programs that will essentially fully fund you to study. So that's one potential way. The art world's a little hard actually in terms of entry-level jobs, and people aren't really paid a living wage. And I would like to know a way around that, too. It's a funny thing. It does prevent a lot of people who are gifted and able and should have access to the field, it probably prevents them from entering the field and that's our loss really. Aimee: I totally agree. And hopefully, we'll see some change in that arena during our lifetimes. Priscilla: I hope so. Yeah. I wish I had a better answer to your question, but also I think that when people go in for interviews, sometimes you are hesitant to be realistic about what you need. And I do think that there's no harm in being forthright about that. That's just a practicality, and you should expect it. Aimee: Yes, self-advocacy is very important. And I think that leads us to our very last question. This is our closeout question we ask every interviewee, which is what advice would you give to a senior in college who is about to graduate? From any field, from any major, what advice do you have for young people in this transitional moment? Priscilla: Well, try not to be discouraged. The world is in upheaval right now, but it won't remain that way. Or I think that we hope that it won't, and we've got to believe that it won't. And that it's funny. This is a kind of big question right now, Aimee. Also, don't close yourself off to opportunities that may not fit exactly into the vision of what you have for yourself. I mean, we do meander sometimes, and I think that it's actually important to because you learn a lot about yourself when you sort of take a fork in the road that you didn't expect that you might. I guess proceed without fear if it's possible, and have confidence in yourself. I mean, anybody who's graduating from Northwestern has done an amazing... They're capable. You're able. You can go out there and get it done. So yeah, I guess we all just remain... I know it sounds sort of like trite, but be positive. Aimee: Absolutely. That's all we can do. All we can do is control our own- Priscilla: Yeah. And fight and stand up for the things that you believe in. Give me the opportunity. Say it, say it out loud. Say what you mean. Don't be scared that somebody might disagree with you. Aimee: Absolutely. It's tough to keep that in mind with the current challenges the university is facing, but that is very good advice. I just want to say in general, thank you so much for your great advice and for chatting with us today. I think this podcast will be so helpful to many students who are interested in either going into art history or just looking at the state of the world right now. So thank you for being with us. Priscilla: Aimee, thank you. You're a very impressive young woman, I appreciate the invitation and it was fun talking to you. Aimee: Thank you. So to all of our listeners, thank you for listening to this special episode of the Weinberg in the World Podcast. We hope you have a great day and go Cats.

Rabbi Weinberg is a distinguished Jewish educator, relationship coach, and speaker, renowned for his expertise in fostering healthy relationships and guiding personal development. He received his rabbinical ordination from Yeshiva University, he holds a master's degrees in marriage and family therapy, secondary education, and school administration; and a doctorate in education with a focus on adolescent religious development. He has over 25 years of experience as a teacher and school administrator, including serving as the principal at North Shore Hebrew Academy High School in Great Neck, New York. He currently lives in Israel, and conducts seminars, webinars, and speaking engagements focused on enhancing relationships between couples, parents and children, teachers and students, and more. Check out his website at https://www.rabbidrnoamweinberg.com/  

In this powerful episode, we sit down with Cameron Weinberg, a 24-year-old with a story unlike any other. Born and raised in Phoenix, Arizona in a reform Jewish household, Cameron's life took a dramatic turn in 2021 when he made Aliyah during the height of the COVID-19 pandemic. After a year of playing football for the University of Arizona, he decided to enlist in the Israel Defense Forces (IDF) — a decision that led him not only to convert to Judaism but also to serve in the legendary elite undercover counterterrorism unit Yamas.Cameron shares his experience stationed at Kibbutz Nachal Oz, which came under attack on October 7th, and the emotional and physical toll of that day. Since his release from active duty in January 2024, he's been balancing reserve duty in Gaza with attending university — living a life at the crossroads of education and service.*** Support Us on Patreon:https://www.patreon.com/cryforzionConnect and follow Cameron Weinberg here:https://www.instagram.com/cameron_w_30/https://x.com/cameronweinberg

Kommerzielle Unterschriftensammler sollen in der Schweiz im grossen Stil Unterschriften gefälscht haben. Seither sind Behörden, Initiativekomittees und Politik aktiv geworden: Es finden mehr Kontrollen statt, ein Runder Tisch soll einen Verhaltens-Kodex ausarbeiten. Was bringen diese Massnahmen? Weitere Themen: In der Schweiz wird weniger Wein getrunken, das bereitet den Weinbauern Sorgen. Besonders markant ist der Rückgang bei den Schweizer Weinen, wo der Konsum um einen Sechstel eingebrochen ist. Wie gehen Winzer mit dieser Entwicklung um? Eine Reportage aus einem Weinberg in Blonay im Lavaux. Seit Monaten demonstrieren in der georgischen Hauptstadt Tiflis täglich Menschen gegen die Regierungspartei "Georgischer Traum". Diese reagiert mit Repression: Bussgelder für Ordnungswidrigkeiten wurden teilweise um das Zehnfache erhöht, einige Delikte führen neu zu langen Haftstrafen.

In this episode, Logan is joined by Zach Weinberg (Co-Founder/CEO @ Curie.Bio) and Derek Thompson (writer at The Atlantic) for a candid discussion on the state of U.S. healthcare and scientific progress. They unpack what went right, and wrong, with COVID vaccine policy, the public backlash against mRNA technology, and the ripple effects on trust in science. The conversation also dives into the real reasons behind NIH budget cuts, the economics of drug discovery, and the business incentives in medical R&D. It's a sharp, thought-provoking look at the intersection of policy, innovation, and public perception. (00:00) Introduction to Drug Pricing in the US (00:23) Broad Healthcare Topics and Open-Ended Discussion (02:37) COVID-19 Vaccines: Successes and Public Perception (06:21) The Evolution of COVID-19 and Vaccine Efficacy (07:59) Public Policy and Vaccine Mandates (13:10) Impact of School Closures and Public Sentiment (19:23) NIH Funding and the Importance of Basic Research (25:04) Challenges in Science Funding and Public Perception (35:19) Government vs. Private Investment in Science (36:40) Operation Warp Speed: A Case Study (39:07) Antibiotic Resistance Crisis (43:22) The Drug Pricing Debate (44:05) Challenges in Drug Discovery (54:06) Regulatory Hurdles in Medical R&D (58:06) The Future of Drug Development (01:04:19) Concluding Thoughts Executive Producer: Rashad Assir Producer: Leah Clapper Mixing and editing: Justin Hrabovsky Check out Unsupervised Learning, Redpoint's AI Podcast: https://www.youtube.com/@UCUl-s_Vp-Kkk_XVyDylNwLA

Working amidst political and personal setbacks, Mieczysław Weinberg (1919-96) flourished as a composer, admired by Shostakovich and championed by the leading Soviet musicians of the day. His death in Moscow in 1996, however, went largely unnoticed. More happily, his extensive catalogue has recently secured an increasing number of performances and recordings, witness this Naxos release of his complete music for cello and orchestra, works written largely during the earlier part of his maturity. Raymond Bisha introduces the Cello Concertino, the Cello Concerto, and the Fantasia for Cello and Orchestra.

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

Johannes Polith predigt zum Thema: "Ist Gottes Barmherzigkeit gerecht? | Die Arbeiter im Weinberg".

You can catch Brittani's theater criticism all over the Internet, including at www.broadwaynews.com and www.3viewstheater.com.You can catch Joe's theater criticism all over social media, especially at @overthinkingtheatre2 on TikTok.You can catch Dan's theater criticism by visiting Slant Magazine and Theatermania.  Follow The Present Stage on Instagram at @thepresentstageThe Present Stage: Conversations with Theater Writers is hosted by Dan Rubins, a theater critic for Theatermania and Slant Magazine. You can also find Dan's reviews on Cast Album Reviews and in The New Yorker's Briefly Noted column.The Present Stage supports the national nonprofit Hear Your Song. If you'd like to learn more about Hear Your Song and how to support empowering youth with serious illnesses to make their voices heard though songwriting, please visit www.hearyoursong.org

A Rebelião Saudável nasceu da união de diversos profissionais de saúde que pensam diferente e cujo foco é promover saúde e bem estar, com comida de verdade e sem medicamentos.Semanalmente a Rebelião se reune no app Telegram para discussão de tópicos importantes relacionados a Nutrição Humana e Qualidade de vida. Nessa semana, conversamos conversamos sobre Transcitose: O Elo Perdido entre LDL e Aterosclerose!Estudos comentados no Podcast:BOLANLE, I. O.; DE LIEDEKERKE BEAUFORT, G. C.; WEINBERG, P. D. Transcytosis of LDL Across Arterial Endothelium: Mechanisms and Therapeutic Targets. Arteriosclerosis, Thrombosis, and Vascular Biology, v. 45, p. 468–480, abr. 2025. DOI: 10.1161/ATVBAHA.124.321549.Subbotin VM. Excessive intimal hyperplasia in human coronary arteries before intimal lipid depositions is the initiation of coronary atherosclerosis and constitutes a therapeutic target. Drug Discov Today. 2016 Oct;21(10):1578-1595. doi: 10.1016/j.drudis.2016.05.017. Epub 2016 Jun 2. PMID: 27265770.Vídeo sobre transcitose no YouTube: https://youtu.be/j3p85NFtoa8

Tobias Hemberger gehört zu einer neuen Generation von Winzern, die Nachhaltigkeit nicht nur als Etikett verstehen, sondern als Haltung leben. In Episode 202 unserer Serie „Zukunftswinzer“ spricht er über neue Rebsorten, Energieautarkie, Regenwassernutzung – und darüber, wie sich ein junges Weingut zwischen Markt, Klimawandel und Generationendruck behaupten kann. Tobias ist Teil der fränkischen Winzergruppe ETHOS, die Nachhaltigkeit ganzheitlich denkt – vom Weinberg bis zur Photovoltaikanlage. Und er gehört zu denen, die sagen: „Zukunft braucht nicht nur Vision, sondern konkrete Schritte.“ Wir sprechen über: - die Chancen und Grenzen von Zukunftsreben - seine Erfahrungen mit PV-Anlage, Zisterne & Kompostwirtschaft - die Frage, wie man als junger Winzer seinen eigenen Weg findet - und über die Kraft, die in gemeinschaftlichen Initiativen steckt

C dans l'air l'invitée du 15 avril 2025 : Mireille Weinberg, rédactrice en chef adjointe au magazine Capital.Guerre commerciale de Trump, soubresauts géopolitiques...en ces temps incertains, est-ce le moment d'investir ? Le cours de l'or, à plus de 3.000 dollars l'once, est au plus haut, le taux du livret A baisse en raison d'une faible inflation...Et les placements financiers dans la défense européenne sont très attractifs. Dans ce contexte mouvementé, que faire de son argent ? Si on a des projets à financer, quels sont les placements les plus sûrs ? Les plus rémunérateurs ?

How do I incentivize and optimize renewals? ============= If you enjoy today's episode, please leave us a review and share with someone who may also find value in this content! Connect with Mark and Tom: StraightUpChicagoInvestor.com Email the Show: StraightUpChicagoInvestor@gmail.com Guest: Jeff Weinberg, Drexel Properties Link: Jeff Weinberg Shares Property Management Expertise on the Straight Up Chicago Investor Podcast ----------------- Production House: Flint Stone Media Copyright of Straight Up Chicago Investor 2025.

In this episode, Derek Thompson (Writer, The Atlantic) delves into the tumultuous nature of Trump's trade policies, especially regarding tariffs, and how they impact American manufacturing and global markets. They discuss the constant changes in policy, the resulting uncertainty for industries like automotive and aerospace, and the mismatch between Trump's ‘madman strategy' and effective industrial policy. The conversation also explores the broader economic consequences, including stock market volatility, housing affordability issues, and the role of government in promoting economic growth and innovation.(00:00) Intro(00:20) Trump's Trade Policy and Its Implications(01:30) The Uncertainty of Tariff Policies(02:12) Impact on American Manufacturing(05:15) Stock Market Reactions(07:00) Debating the Effectiveness of Tariffs(10:02) Wall Street vs. Main Street(18:44) Housing and Healthcare Challenges(34:53) Historical Context of Housing Regulations(41:48) The Reality of Construction Jobs(42:35) The American Dream and Housing Costs(42:57) The 30-Year Mortgage and Its Impact(43:48) Comparing Home Ownership to Stock Market Investments(45:14) Political Reception of the Book 'Abundance'(46:17) Pro-Business Democrats and Government's Role(48:38) The Need for Aggressive Democratic Leaders(51:18) The Importance of Economic Growth(01:01:26) Debating Government's Role in Industrial Policy(01:03:34) Challenges in the Semiconductor Industry(01:13:19) The Housing Problem in New York City(01:15:26) Conclusion and Final ThoughtsExecutive Producer: Rashad AssirProducer: Leah ClapperMixing and editing: Justin HrabovskyCheck out Unsupervised Learning, Redpoint's AI Podcast: https://www.youtube.com/@UCUl-s_Vp-Kkk_XVyDylNwLA

Zach Weinberg is the Founder of Curie.Bio, and we debate everything about tariffs. We discuss the current state of the US economy, why people don't feel wealthy, production vs consumption, purchasing power of the dollar, what America should manufacture, and what we should ultimately do with tariffs?=======================Reed Smith is a dynamic international law firm dedicated to helping clients move their businesses forward. With an inclusive culture and innovative mindset, Reed Smith delivers smarter, more creative legal services that drive better outcomes for their clients. Their deep industry knowledge, long-standing relationships and collaborative structure make them the go-to partner for complex disputes, transactions, and regulatory matters. Learn more at www.reedsmith.com=======================Simple Mining makes Bitcoin mining simple and accessible for everyone. We offer a premium white glove hosting service, helping you maximize the profitability of Bitcoin mining. For more information on Simple Mining or to get started mining Bitcoin, visit https://www.simplemining.io/=======================BitcoinOS is bringing Bitcoin into a new era. For the first time, Bitcoiners can access real DeFi across the entire crypto ecosystem, powered by revolutionary zero-knowledge technology. No more trusting sketchy bridges or giving up security. BitcoinOS reunites all of crypto around the chain where it all began. Follow BitcoinOS on twitter @BTC_OS and Be early to Bitcoin again.=======================Pomp writes a daily letter to over 265,000+ investors about business, technology, and finance. He breaks down complex topics into easy-to-understand language while sharing opinions on various aspects of each industry. You can subscribe at https://pomp.substack.com/=======================View 10k+ open startup jobs:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://dreamstartupjob.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Enroll in my Crypto Academy: https://www.thecryptoacademy.io/

Rabbi Joshua Weinberg tackles both the complexity and the clarity of vision embedded in the idea of Liberal Zionism.

Mieczysław Weinberg verliert im Holocaust seine Familie, wird in der Sowjetunion Komponist– aber ohne großen Durchbruch. Erst nach seinem Tod wird seine Musik wiederentdeckt – auch die 3. Sinfonie. Von Christoph Vratz.

Debate between Keith Rabois and Zach Weinberg on what tariffs are actually trying to accomplish. One core theme: Tariffs aren't fully about “bringing back factories,” but rather a negotiation tool to eliminate foreign trade barriers - ultimately aiming to increase free trade, not restrict it.We also got into:- What each of them would do if they were in charge- Whether the trade deficit is a meaningful metric or just a misunderstood talking point- If tariffs could be part of an initiative to replace income tax — shifting toward a more consumption-based tax system- If tariffs could successfully be used as a non-military tool to reduce drug supply to the US- If there's a major disconnect between the new administration's rhetoric and the actual economic goals behind the policyOne of the deepest economic conversations from the show's recent history — and a rare debate where both sides had real logic behind their views.(00:00) Introduction and Host's Biases(00:46) Keith's Perspective on Tariffs(03:05) Zach's Perspective and Clarifying Questions(05:14) Debating Tariff Strategies(07:45) Economic Implications and Free Trade(13:31) Trump's Tariff Policies and Goals(16:57) Global Trade and Protectionism(25:52) Final Thoughts on Tariffs and Trade(29:16) Discussion on Trade Tariffs and Partners(30:17) Impact of Tariffs on GDP and Debt(31:20) Political Coalitions and Trade Policies(32:00) Tariffs as Consumer Taxes(33:30) Debate on Trade Deficit and Tariff Rates(36:53) Regulatory Reforms and Economic Policies(47:25) Fentanyl Crisis and Trade Negotiations(51:06) Closing Remarks and Future TopicsExecutive Producer: Rashad AssirProducer: Leah ClapperMixing and editing: Justin HrabovskyCheck out Unsupervised Learning, Redpoint's AI Podcast: https://www.youtube.com/@UCUl-s_Vp-Kkk_XVyDylNwLA

„Demokratie basiert auf Gemeinsamkeit, auf Freundschaft, oft sogar Liebe zwischen Menschen.“ Auf diese einfache Formel bringt der rheinhessische Historiker Volker Gallé die gesellschaftlichen Verdienste Carl Zuckmayers. Dessen Bühnenstück „Der fröhliche Weinberg“ wurde vor 100 Jahren uraufgeführt und seitdem oft unterschätzt. Gallé zeigt auf, wie wichtig positive Emotionen sind, wenn man Hassparolen und Ausgrenzung begegnen will. In Zuckmayers Stück wird die diverse Gesellschaft der Weimarer Republik als Festgesellschaft gezeichnet, und am Ende siegt die Liebe über die Menschenfeindlichkeit.

Have you ever wondered what makes perfect lips not just fuller but naturally beautiful? I'm chatting with one of the world's top lip injectors, Limor Weinberg, to uncover the artistry behind aesthetic injections. Limor is a board-certified nurse practitioner, award-winning lip injector, and creator of the lip mapping technique. Limor's journey into aesthetics is anything but ordinary, and today, she shares how she turned her passion into a thriving career. She breaks down what to look for in an injector, the truth about social media before-and-afters, and why not all lip filler injections are created equal. And if you are wondering about AI in aesthetics, Limor is bringing innovation to the field in ways most practitioners haven't even considered. We also dive into personal growth, risk-taking, lip filler training, and the mindset shifts that come with building a career on your own terms. So, whether you're curious about aesthetics or looking for inspiration to follow your passion, this conversation is for you. Tune in now! “You have to do whatever you want to do, and if it works out, cool. If it doesn't work, it's like a game of numbers. You just keep throwing things at the wall, and something will stick eventually.” ~ Limor WeinbergIn this Episode:- Introducing Limor Weinberg- Limor's journey into aesthetics- Advice for aspiring aesthetic practitioners- Tips for finding the right aesthetic injector- Why thorough research on estheticians is critical - Lip mapping: A revolutionary technique- Limor's resources on lip techniques- Integrating AI in aesthetic practices- Exploring innovative aesthetic treatments and techniques- Building client confidence during aesthetics treatments- How to connect with LimorAbout Limor Weinberg:Limor Weinberg began her career in aesthetics nearly 20 years ago as an esthetician and later earned a Master's in Nursing from the University of Miami. She is a certified master injector from the prestigious Derma Clinic in London and specializes in aesthetic injections, incorporating advanced techniques from Europe and South America. In 2020, she founded The Clinic USA, driven by the need for more intimate, boutique-style training options. Limor advocates for "community over competition" and is passionate about mentoring new injectors.Check out The Clinic USA: https://www.theclinic.us/homeWebsites: https://limorweinberg.com/home & https://getbasal.com/ Instagram: https://www.instagram.com/beautie.bae/ Connect with me here:

In this freeform episode, Logan sits down with Zach Weinberg (Co-Founder and CEO of Curie.Bio) to break down two of the biggest storylines in tech: tariffs and AI.They banter through the core arguments for and against tariffs, including national security, domestic employment, and negotiation power. Plus, they revisit what's happened in past trade wars and share predictions on the real economic consequences this time around.Logan and Zach also discuss OpenAI's $40B raise and the broader race for AI dominance—can OpenAI maintain its lead against tech giants like Google and Apple? They debate the limits of product defensibility, the power of platform defaults, and the strategic moves OpenAI might need to make to stay ahead.Topics include:The arguments for and against tariffsWhat happened during past U.S. tariff cycles—and how this one comparesWhether OpenAI can maintain its edge in a world of native AI platformsA possible playbook for OpenAI to build user lock-in beyond utilityWhat this era of AI competition means for the U.S.—and what could derail ithttps://fdra.org/wp-content/uploads/2025/03/Trade-War-Lessons-from-the-Past-2025.pdf?utm_source=newsletter&utm_medium=email&utm_campaign=newsletter_axiosmacro&stream=business00:00 Intro01:35 Liberation Day and Global Trade02:13 Freeform Discussion on Various Topics02:44 Podcasting and VC Life03:32 Debating Tariffs and National Security11:26 Arguments Against Tariffs22:19 Historical Context of Tariffs26:58 Economic Predictions and Stagflation33:39 The Forgotten Lessons of Recessions36:02 The Fixed vs. Growth Mindset in Economics37:17 The Democratic Party's Shift on Economic Policies42:33 The Rise of Populism and Its Impact50:28 OpenAI's Explosive Growth and Challenges54:28 The Competitive Landscape of AI58:33 The Future of AI and Consumer Behavior01:07:20 The Role of Social Networking in AI's Future01:10:43 Wildcard: The Role of XAI and GrokExecutive Producer: Rashad AssirProducer: Leah ClapperMixing and editing: Justin HrabovskyCheck out Unsupervised Learning, Redpoint's AI Podcast: / @redpointai

En entrevista para MVS Noticias con Ana Francisca Vega, Iván Alamillo, periodista de investigación de Mexicanos Contra la Corrupción y la Impunidad, habló sobre los presuntos prestanombres de García Luna transfirieron 4.5 millones de dólares a la pareja de Manuel Bartlett, según investigación de la organización. "Nosotros revelamos el día de ayer que Julia Abdalá, que es la pareja desde hace más de 20 años del exdirector de la CFE, Manuel Bartlett, recibidos entre 2012 y 2018, transferencias por 4.5 millones de dólares, que actualmente equivalen a 120 millones de pesos", dijo. Comentó que las transferencias las hicieron miembros de la familia Weinberg, que según el gobierno mexicano son los prestanombres de Genaro García Luna, extitular de la Secretaría de Seguridad Pública, en el gobierno del expresidente Felipe Calderón; y principales cómplices en los delitos de peculado y lavado de dinero. Mencionó que los documentos son parte de la demanda civil que la Unidad de Inteligencia Financiera (UIF) presentó en una corte de Florida, para recuperar los fondos que García Luna y los Weinberg desviaron del erario público, entre los años 2008 y 2018. See omnystudio.com/listener for privacy information.

Iván Alamillo, Periodista de Investigación de Mexicanos Contra la Corrupción y la Impunidad

In this episode of Beyond the Resume, Lisa Flicker interviews Ben Weinberg, co-founder and CEO of Trailborn and Castle Peak Holdings. They discuss the founding of both companies, the impact of COVID-19 on the hospitality industry, and Ben's journey from investment banking to entrepreneurship. The conversation delves into the importance of building a strong team, hiring strategies, and the role of trust in business. Additionally, they explore Ben's strategic partnerships and his personal insights on mentorship and daily routines.Apple Podcasts: https://apple.co/3I3nkG9Spotify: https://spoti.fi/35ZJGLTWeb: https://www.jacksonlucas.com/podcast/ben-weinbergChapters(03:04) The Impact of COVID-19 on Hospitality(05:48) Ben's Journey from Investment Banking to Entrepreneurship(11:56) Building a Team and Hiring Strategies(18:01) The Marriott Partnership and Future Plans(25:04) The Hot Seat

Dora Zhang interviews Shiven Shah, CFO at Libra Solutions, on the "Weinberg in the World" podcast. Shiven discusses his extensive career in finance, including roles at Merrill Lynch, Citi, Peak6, ABN AMRO Clearing Group, and OppFi, where he helped take the company public. He emphasizes the importance of flexibility and teamwork, and highlights the supportive community and lasting relationships he formed at Northwestern University. Transcript:  Dora: Welcome to the Weinberg in the World podcast, where we bring stories of interdisciplinary's thinking in today's complex world. My name is Dora Zhang and I'm your student host of the special episode of the podcast. I'm currently a junior studying economics, psychology with an IMC certificate. And today, I'm very excited to be speaking with Mr. Shiven Shah, who is a CFO at Libra Solutions, a PE-backed specialty finance company. Mr. Shiven, thank you so much for taking the time to speak with me today. So to start off, do you mind introducing yourself? Shiven: Yeah, it's a pleasure to be here. Thank you Dora, for having me on the podcast. My name, as you mentioned, is Shiven Shah. I graduated in Northwestern, the class of '99. So I've just had my 25th year reunion recently, which was great to see a lot of old faces and friends and colleagues from many years ago. So I have had a really tight connection with the Northwestern community. I'm a member of the NULC, helped with admissions committee, and also with some mentoring projects as well. Background wise, I grew up in the Chicago area, right outside of Oak Park, Illinois, which is a western suburb, very similar to Evanston in a lot of ways, a diverse community. And my first choice was Northwestern and I ended up being fortunate enough to be accepted in, and studied economics and minored in statistics. And then I ended up going into a career in finance, starting right after undergrad in New York City at Merrill Lynch in investment banking. I did that for a few years, and then went to business school. I ended up in a financial management program during the financial crisis, and it was really interesting times 2007, 2008, where we had to bail Citi out with the too big to fail and the credit derivatives and the swaps. So it was a very interesting time to be there. So I ended up staying at Citi in a variety of finance roles for about eight years. And then ended up coming back to Chicago, and then worked at a trading company called Peak6, which was a diversified company. They had several investments in small private equity type investments, private placements, and also had bought a couple other companies and sold a couple of companies while I was there. So really, really great experience. And then I ended up going into another CFO role at ABN AMRO Clearing Group running the Americas business for trading clients. And then I really, really found my footing in 2017 when I joined a company called OppFi, which is a mission-driven company to help the hundreds of millions of Americans that live paycheck to paycheck and with 70% of America having savings of less than a thousand dollars. We tried to provide an alternative to payday loans and other high interest rate products, with a fully amortizing product that really gave people an opportunity to withstand an emergency situation. We ended up building the company up over a five year period from startup and then we ended up taking the company public via the SPAC process in 2021. I stayed with the company one year post public and then I joined another company, similar space, similar mission to help those in an emergency situation. In this case, Libra Solution is responsible for consumer litigation funding, so mostly personal injury. So when people get into a car accident, a motor vehicle accident, we help them out by providing an advance against the case settlement. So while they wait on a case which can last anywhere from an average of a year and a half to sometimes more than five years, we provide... And also have relationships with providers and attorneys to help them get the right care. So that's my background. Really excited to be here, as I said. I'm looking forward to the questions. Dora: Yeah, thank you so much for sharing your background. Because you've previously talked about your recent reunion with the Northwestern community, do you want to talk a little bit about the Northwestern alumni network? How would you describe the network? And are you in touch with any of the alumni? Shiven: Yeah, I think some of my best friends are from Northwestern, who I still keep in touch with, talk to on a daily basis really, and spend a lot of time. I think the greatest thing from my experience at Northwestern, were definitely the relationships that I formed there. I think the friendships are long lasting, lifelong and genuine. And the best part about the Northwestern alumni network, is that people really are out there to help each other. And I think whether it's a more recent alum or somebody that's more seasoned, or that's been out of school for a longer period of time, I think the ability to leverage the network and leverage the relationships and the friendships, I think is one of the best things ever. So yeah, not just the reunion, but again, on an ongoing basis, having that connectivity with the school and the university is very important to me. Dora: Is there any other resources you remember taking advantage of at school? Shiven: Yeah, so I think there's a lot of resources at the school, the career network, I think the student clubs are great as well, to network into different companies. The relationships that the co-op program that I wasn't a part of, but a lot of friends were, is another great opportunity. And I think, just the number of organizations, I was in the Greek system, so I had joined a fraternity there and a lot of the relationships I had from there continue to last for years post Northwestern. So I had a really good experience there. I was involved with cultural groups and affinity groups, the South Asian Student Association. And was involved with some of the dances and the performances and the festivals that we celebrated. So I think that that diversity is also super important with so many people from so many different backgrounds. That's what makes Northwestern really unique. Dora: Yeah, absolutely. And going back to your career, were you thinking about doing a career or jobs in finance when you first came to Northwestern? Or how was that process of choosing what career? Shiven: Yeah, no, I came in thinking like a lot of the Asian and Indian parents want their kids to be doctors. So I came in being told that I should be a doctor. And unfortunately, after about a year and a half and struggling through organic chemistry, I realized that it wasn't my calling to do medicine. And to the disappointment of making that phone call, I'll never forget to my parents, they were very disappointed that I decided not to go. And I got a very long lecture about why my career and my life is going the wrong direction. And they thought I was just goofing around the whole time during Northwestern, which is partially true, but not fully. I ended up with Northwestern really realizing that math was my calling in life, and I like the business side and how using mathematics and data to solve business problems, I thought it was what I wanted to do. And so over the course of a couple of years really by my junior year I thought I wanted to do something more in financial services and where I can do something that I'm more passionate about. So yeah, I feel like it was the right decision and I feel good about where we are. Dora: Yeah, thank you for sharing that. Is there any particular skills or habits do you think is important for your career? Shiven: Yeah, I think the most important characteristic one can have, and my advice is to be flexible in a company and be versatile. Not just do something that this is your immediate job, but offer perspectives, offer out of the box thinking. And I think that the other piece is be a team player. There should be no job that's too menial. Whatever you're told to do, view it as a service to your company and try to do the best, not for yourself, but for the broader and the greater organization. Be a culture champion, make it a positive experience, help other people out. I think it's super important. I think the other piece is as a leader, is care about your people, really care about the individual, care about their development and make it an environment where people want to work. They're not just there to collect a paycheck, but they're having a fun time there and really making an impact and really fulfilling the mission of what that company is. So I think it's go for what you're interested in rather than trying to check boxes. Dora: Yeah. And another question I have, is that during your academic or professional journey, is there anything that you regret or wish you could do differently? Shiven: Yeah, I think what I would have said, is I would have been more honest with myself in what I really wanted, what my passions were. And I think the other piece of it, is be who you are, even who you spend time with. And I would say, early on in my college career I was trying to like fit in as opposed to being myself, both with my family at home and trying to be a doctor. And also with the people I associated with, I was trying to, adhere to what I thought what people liked. And then as you get older you're like, "You know what? You are who you are, be yourself, be a good human being, but don't try to be somebody you're not and be true to yourself." Dora: Yeah. And also I feel like as a college student sometimes we'll meet some obstacles in school and also in recruiting and stuff. So is there any advice you can give the students to keep them motivated? Shiven: Yeah, I think my biggest advice is I think there's no substitute for hard work. And whether that's in recruiting, whether that's in your schoolwork, whether that's in as you look for a job or decide on a career path in general, I think you got to spend the time, right? So for example, if you're looking for a job, people aren't going to reach out to you, and there's so many qualified individuals, so how do you differentiate yourself? One, is you make an effort. You go to these career fairs but also start to figure out who's in your network? Who's at Northwestern? Have introductory coffees together and try to learn from them and seek help. And you may reach out to a hundred people and only one or two people respond, but it's one or two more than you would've had if you didn't make any effort. And if you look at like how people get to where they are, a lot of it is really based on the people you know and the people that have helped you out. As a society we help each other out, but you have to seek that help. And so don't be afraid to ask for help and not do it all on your own, but get guidance of those that have done it in the past. Dora: And I think you've already touched a little bit about this, but is there any specific tips for networking for students in college or after graduation? Shiven: Yeah, I think it's important to be part of the student organizations that are connected to the field of study that you want to do or the career that you want to pursue. And also, I think using job networks like LinkedIn and the Northwestern alumni network, there are thousands of alum all over the world, tens of thousands of alum. It's just a question of finding them, right? And so I think using those resources, going through databases and reaching out, and just asking like, "I'm a Northwestern student seeking advice," you will get responses. And it's not going to be a hundred percent as I said, but find and make a point each week to meet at least two new people. That I would say, would be a goal. Have conversations with two new people each week in your field of study. Dora: And just for students who are interested in financial services or finance, do you have any general advice for the students to do in school or in recruiting? Shiven: Yeah, for finance in general, I think a lot of the skills with a liberal arts background are transferable. You don't need to have been in an undergraduate in business school to be successful. I think it's the way of thinking. Take classes that involve critical thinking, that involve data and numbers and analytics. So I think statistics, science courses are very helpful, math courses, computer science. The other thing in finance is that there are two ways to go about it. You're going to go into finance right out of undergrad, or you work in a company, like let's say, you're interested in science and you go work at a biotech company. Or you're interested in art or whatever it may be, or you're an engineer, develop skills that are problem solving skills and analytical. Then you can go back, get your MBA and then do more of a finance specialty. So there's a couple of paths to go on that. Dora: And I know a lot of students, they didn't know what to do for their career when they were in college. So do you think it's important for them to decide what to do before graduation? Or do you think it's okay for them to just navigate and figure it out through their journey in Northwestern? Shiven: I think it is important to have some idea prior to graduating in the first couple of years. I think it's important to explore, keep your options open. But by junior year, like having a path of where you want to go I think is important and having a focus, because you want to hit the ground running out of college. And I think the more you wait to figure that out, the bigger issues that you'll have. And use the time by speaking to others, that have been in different fields and getting a feel for what people do. Go to different companies, go to company visits, go to career fairs and that's how you learn and talk to people. But I think it is important to figure it out before you graduate. Dora: Perfect. Thank you so much for speaking with us today. I think that is all the questions I have. It was really wonderful getting to know you. And thank you again for joining us today. Shiven: Yeah, absolutely. It's a pleasure to be on here and I'm happy to speak to other individuals that have questions on their career. And as I said, use the network and use the opportunity that you have at Northwestern in a positive way. Dora: And thank you for listening to this special episode of Weinberg in the World podcast. We hope you have a great weekend, and go Cats.  

This week was the opening of the 2025 World Zionist Congress Elections.  On the show, I welcome Rabbi Josh Weinberg to talk about the meaning of this momentous opportunity to support Israel.  Rabbi Weinberg is the URJ Vice President for Israel and Reform Zionism and the Executive Director of ARZA.  Please listen to have your voice heard and direct more than $1 Billion of funding for Israel. The World Zionist Organization (WZO) and the World Zionist Congress (WZC) are central nongovernmental institutions in Israel.  While not a part of the Israeli government, “The Parliament of the Jewish People” represents a variety of Israeli political parties, their platforms and visions for Israeli society.     The WZO was founded by Theodor Herzl in Basel, Switzerland in 1897 at the first World Zionist Congress. Even though they predate the State of Israel, the country's founders knew that to succeed it had to be a project of the entire global Jewish People. They baked the WZO and WZC into the Democratic process of Israel as the one way for Diaspora Jews to have a say in the important Issues facing the Jewish People and Jewish State.  Often called “The Parliament of the Jewish People,” the WZC convenes every five years to bring together representatives from Jewish communities around the world to decide on key issues affecting the Jewish people in Israel and globally.  The Congress elects the leadership of the WZO, sets policies, and influences the allocation of significant funding of about $1 billion annually.  VOTE HERE:  www.azm.org LEARN ABOUT THE REFORM MOVEMENT SLATE HERE: https://www.vote4reform.org/ Check out this video to learn more: https://www.youtube.com/watch?v=KGWRp7_vZH8&t=10s If you enjoyed this episode, don't forget to subscribe and follow Temple Israel on social media to stay up to date on Waking Up To Life.    Edited by: Alex Wolf Original Music Composed by: Dan Hacker   Facebook: https://www.facebook.com/templeisraelmi  Instagram: https://www.instagram.com/templeisraelmi/  YouTube: https://www.youtube.com/playlist?list=PLn9spWvsCBvcQ-o5XLeFLHKcLoj2nBAfM  Web: https://www.temple-israel.org/wakinguptolifepod  You can get this podcast anywhere you get your media.  Join over 10,000 listeners who have been inspired by the show. And if you have someone with a story to tell, please contact me at josh@temple-israel.org

Is it possible for us to lead meaningful lives? Is there an ultimate point to our existence? Can we enrich our lives with the pursuit of love, knowledge and friendship? [00:00] Introduction to the Meaninglessness of Life[00:14] Tolstoy's Existential Crisis[01:39] The Appropriateness of Sadness[04:18] Everyday Meaning vs. Ultimate Meaning[06:13] The Metaphysical Argument[10:57] The Role of Accomplishments[17:42] Philosophical Temperaments and Existential Angst[23:14] The Value of Human Potential[25:55] Questioning the Concept of Ultimate Meaning[29:47] Objective vs. Subjective Meaning[31:32] The Role of Values in Life[34:22] Philosophical Perspectives on Immortality[40:39] Balancing Everyday and Ultimate Meaning[44:04] Cosmic Meaning and the Question of Suicide

This conversation delves into the current geopolitical landscape surrounding Israel, focusing on its economy, the threat posed by Iran's nuclear capabilities, and the influence of former President Trump on Middle Eastern politics. The discussion also touches on the internal political dynamics within Israel and the potential for future elections, as well as broader global trends that may indicate a shift towards a one world government.We want to hear from YOU! If you would like to submit a question or comment for further discussion, please email us at: questions@afjministry.com.

Harvey CEO Winston Weinberg explains why success in legal AI requires more than just model capabilities—it demands deep process expertise that doesn't exist online. He shares how Harvey balances rapid product development with earning trust from law firms through hyper-personalized demos and deep industry expertise. The discussion covers Harvey's approach to product development—expanding specialized capabilities then collapsing them into unified workflows—and why focusing on complex work like international mergers creates the most defensible position in legal AI. Hosted by: Sonya Huang and Pat Grady, Sequoia Capital

The conversation delves into the complexities of the Israeli-Palestinian conflict, focusing on recent hostage exchanges, the rebuilding of Gaza, military strategies, and the geopolitical landscape involving Iran. The speakers discuss the implications of these events on regional stability and the challenges faced by Israel in managing its security and diplomatic relations.We want to hear from YOU! If you would like to submit a question or comment for further discussion, please email us at: questions@afjministry.com.

Send us a textJoin us in this inspiring episode of the Steep Stuff Podcast, where we uncover the transformative vision of Tava Lodge, set to elevate Colorado Springs as the next hotspot for trail runners. Morgan Weinberg and Melissa Stapanowich, two of the pioneering co-founders, share their passionate pursuit to create a community hub that welcomes runners of all abilities. They envision Tava Lodge not just as a place for elite athletes to train but as a heartbeat for a diverse community of outdoor lovers eager to embrace the joys of trail running.Throughout the episode, we explore the motivations behind their venture, emphasizing the healing and empowering qualities of the great outdoors. As Morgan shares her own journey from casual hiker to engaged trail runner, listeners gain insights into how the sport fosters community bonds and individual growth. From hosting inclusive summer camps to designing wellness retreats that promote both physical rejuvenation and mental well-being, Tava Lodge aims to offer something for everyone.Moreover, the episode shines a light on the aspirations for attracting elite athletes to Colorado Springs, highlighting the area's untapped potential as a premier training destination. To accomplish this, the Tava Lodge team is reaching out for community and investor support, creating room for those who resonate with their mission to engage and contribute.As you listen, you're invited to envision the excitement of a thriving community dedicated to trail running. Join the conversation and become part of a movement that values connection, wellness, and the transformative power of the outdoors. Tune in, engage with us, and be part of shaping the future of Tava Lodge and the trail running community in Colorado Springs!Thank you Ultimate Direction for supporting this episode ! Check out the Ultimate Direction website for all your hydration solution needs (packs, handhelds, waist belts etc!) Use code steepstuffpod for 25% off your next purchase ! Follow the Tava Lodge on Instagram ! @tavalodgeFollow Morgan Weinberg on Instagram ! - @morgssssCheck out the Tava Lodge Website ! Tava Lodge To contact the Tava Lodge, follow the link (Contact Tava Lodge) or email Tava Lodge at info@tavalodge.com

Guests: Winston Weinberg, CEO & co-founder of Harvey; and Ilya Fushman, partner at Kleiner Perkins“If you think about pretty much any job out there in the world, we will have some sort of [AI] copilot,” says Kleiner Perkins partner Ilya Fushman. “The question is, who are the right folks to build it, and what's their vision?”For Harvey CEO & co-founder Winston Weinberg, the vision is clear: Silicon Valley cannot and should not try to disrupt the legal profession by automating the job of lawyers. Instead, he says, they need to have “respect for the industry” before designing AI solutions that speed up specific tasks.“These industries are incredibly complex,” Winston says. “Legal is one of the oldest professions known to man. There are firms that are over a hundred years old. There are firms that are hundreds of years old, and having a brand that says, ‘We are partnering with the industry to transform it' versus ‘We are just going to steamroll the industry' is really important for us.”Chapters:(01:16) - The zeitgeist switch (02:58) - What is Harvey? (06:10) - Chief Law Officers (07:58) - Agentic workflows (09:43) - Ilya's investment thesis (12:48) - Collaborating with AI (16:05) - Task automation (20:52) - Why is it called Harvey? (23:14) - Respecting the legal industry (26:43) - Winston's past jobs (28:47) - First steps (32:13) - Scaling the company (35:02) - Scaling yourself (37:19) - Who works for Harvey (40:50) - Making mistakes (43:15) - Making sacrifices (45:51) - Growing too fast (50:50) - Setting priorities (54:54) - Harvey's competitors (57:38) - Internal virality (01:00:46) - Testing Harvey's limits (01:03:29) - Who Harvey is hiring (01:04:01) - What “grit” means to Winston Mentioned in this episode: ChatGPT, the Fortune 500, Microsoft Copilot, Gabe Pereyra, Activision, Excel, Counsel AI Corporation, Suits, Harvard University, Netflix, Dell, O'Melveny & Myers, Hueston Hennigan, Meta, Reddit, Jason Kwon, Anthropic, Marissa Mayer, Eric Schmidt, Google, Larry Page, Sergey Brin, and Glean.Links:Connect with WinstonTwitterLinkedInConnect with IlyaTwitterLinkedInConnect with JoubinTwitterLinkedInEmail: grit@kleinerperkins.com Learn more about Kleiner PerkinsThis episode was edited by Eric Johnson from LightningPod.fm

Stuff a brand new episode of The Double Stuff into your Valentine boxes! Although our hearts are heavy, they are still filled with love for the recently-departed David Lynch.So Brian and Weinberg reunite to celebrate arguably Lynch's most romantic film: Wild at Heart! We got some dancin' to do, peanuts. Support us on Patreon! 

This week on No Priors, Sarah sits down with Harvey Co-Founder and CEO Winston Weinberg. Harvey is one of the leading application layer AI companies. Harvey is building domain-specific AI for law firms, professional service providers, and the Fortune 500. They are already working with companies like Bridgewater, KKR, PWC, and O'Melveny with over $500M in funding from OpenAI, Sequoia, Kleiner, GV and Elad and Sarah. In this episode, Sarah and Winston cover everything from approaching customers with AI solutions, expanding across domains, and building to volume capability improvements.  Sign up for new podcasts every week. Email feedback to show@no-priors.com Follow us on Twitter: @NoPriorsPod | @Saranormous | @EladGil | @WinstonWeinberg Show Notes:  0:00 Introduction 2:39 Harvey's founding story  3:46 Capability improvement 6:39 Building teams around AI capabilities 9:17 End to end task ahead 12:37 Beginning with huge industry clients - 17:21 Working with users who are skeptical of automation 20:40 Being a lawyer today and in the future 26:02 Applying learnings and adapting product for other domains 26:58 Hiring 30:39 Lessons and mistakes as a founder 32:53 Winston's personal drive 40:21 Advice to other founders finding their idea 44:35 Prediction for next ChatGPT moment

It's JAN-uary, so Brian and Weinberg are ready to Michael down those Vincents as they jump in the Landmaster and traverse the wildly uneven landscape of Damnation Alley! How did those cockroaches gain armor plating?Support us on Patreon! 

Humans probably started fermenting things on purpose by about 10,000 BCE. But when did they start discussing the aftereffects that come from drinking too much? Research: · Beringer, Guy. “Brunch: a plea.” Harper's Weekly, 1895. https://archive.org/details/archive_charlyj_001 · Bishop-Stall, Shaughnessy. “Hung Over: The Morning After and One Man’s Quest for the Cure.” Penguin Books. 2018. · Bishop-Stall, Shaughnessy. “Weird Hangover Cures Through the Ages.” Lit Hub. 11/20/2018. https://lithub.com/weird-hangover-cures-through-the-ages/ · Brewer, Ebenezer Cobham. “The reader's handbook of allusions, references, plots and stories; with two appendices;.” https://archive.org/details/readershandb00brew/page/957/ · Danovich, Tove. “The Weird and Wonderful History of Hangover Cures.” 12/31/2015. https://www.eater.com/2015/12/31/10690384/hangover-cure-history · Dean, Sam. “How to Say 'Hangover' in French, German, Finnish, and Many Other Languages.” Bon Appetit. 12/28/2012. https://www.bonappetit.com/test-kitchen/ingredients/article/how-to-say-hangover-in-french-german-finnish-and-many-other-languages · Frazer, Sir James George. “The Golden Bough : a study of magic and religion.” https://www.gutenberg.org/files/3623/3623-h/3623-h.htm#c3section1 · “'Hair of the Dog that Bit you' in Dog, N. (1), Sense P.6.” Oxford English Dictionary, Oxford UP, September 2024, https://doi.org/10.1093/OED/6646229330. · “Hangover, N., Sense 2.” Oxford English Dictionary, Oxford UP, July 2023, https://doi.org/10.1093/OED/3221323975. · Hanson, David J. “Historical evolution of alcohol consumption in society.” From Alcohol: Science, Policy and Public Health. Peter Boyle, ed. Oxford University Press. 2013. · “Jag, N. (2), Sense 1.c.” Oxford English Dictionary, Oxford UP, June 2024, https://doi.org/10.1093/OED/3217891040. · MacDonald, James. “The Weird Ways Humans Have Tried Curing Hangovers.” JSTOR Daily. 1/25/2016. https://daily.jstor.org/weird-ways-humans-tried-curing-hangovers/ · Nasser, Mervat. “Psychiatry in Ancient Egypt.” Bulletin of the Royal College of Psychiatrists. Vol. 11. December 1987. · Office of Communications, Princeton University. “Desires for fatty foods and alcohol share a chemical trigger.” 12/15/2004. https://pr.princeton.edu/news/04/q4/1215-galanin.htm · O'Reilly, Jean. “No convincing scientific evidence that hangover cures work, according to new research.” Via EurekAlert. https://www.eurekalert.org/news-releases/938938 · Paulsen, Frank M. “A Hair of the Dog and Some Other Hangover Cures from Popular Tradition.” The Journal of American Folklore , Apr. - Jun., 1961, Vol. 74, No. 292 (Apr. - Jun., 1961). Via JSTOR. https://www.jstor.org/stable/537784 · Pittler, Max, et al. “Interventions For Preventing Or Treating Alcohol Hangover: Systematic Review Of Randomised Controlled Trials.” BMJ: British Medical Journal , Dec. 24 - 31, 2005, Vol. 331, No. 7531 (Dec. 24 - 31, 2005). https://www.jstor.org/stable/25455748 · Shears, Jonathon. “The Hangover: A Literary & Cultural History.” Liverpool University Press. 2020. Suddath, Claire. “A Brief History of Hangovers.” Time. 1/1/2009. https://time.com/3958046/history-of-hangovers/ · Van Huygen, Meg. “15 Historical Hangover Cures.” Mental Floss. 12/30/2016. · Weinberg, Caroline. “The Science of Hangovers.” Eater. 12/31/2015. https://www.eater.com/drinks/2015/12/31/10685644/hangover-cures-how-to-prevent-hungover · Wills, Matthew. “Treating Wounds With Magic.” JSTOR Daily. 9/14/2019. https://daily.jstor.org/treating-wounds-with-magic/ · Wurdz, Gideon. “The Foolish Dictionary: An Exhausting Work of Reference to Un-certain English Words, Their Origin, Meaning, Legitimate and Illegitimate Use, Confused by a Few Pictures.” Robinson, Luce Company. 1904. https://play.google.com/store/books/details?id=71QYAAAAYAAJ&rdid=book-71QYAAAAYAAJ&rdot=1 See omnystudio.com/listener for privacy information.