Podcasts about what kent

Want to avoid mistakes in Long Distance Investing?  Download your FREE document at billykeels.com/7mistakestoavoid   Going Long Podcast Episode 109: From Corporate Executive to Helping Families through R.E.I.   In the conversation with today’s guest, Kent Ritter, you’ll learn the following:   [00:32 - 03:46] Kent’s profile, in Billy’s guest introduction. [03:46 - 10:20] The backstory and decisions made that led Kent to this point in his journey. [10:20 - 14:05] Kent describes how he felt about some of the responses he was getting from those senior to himself in his previous line of work, when asking about lifestyle and prospects for the future.  [14:05 - 19:07] The niche that Kent’s business aims to cover, and the kinds of people Kent is focusing on to help them with investing in tangible assets.  [19:07 - 21:08] What Kent means when he says he wants to ensure people aren’t “Rent Burdened”. [21:08 - 26:17] Why Kent thinks it is a good idea to look at investing beyond your backyard and the draw of out of state investing in general. [26:17 - 34:20] Kent’s views on how technology can really help those who are moving into long distance passive investing.   Here’s what Kent shared with us during today’s conversation:   Where in the world Kent is based currently: Indianapolis, Indiana.  The most positive thing to happen in the past 24 hours: Getting to spend some extra time with his 3 kids last night before bedtime! Favourite European City: Sienna, Italy. A mistake that Kent would like you to learn from so that you don’t have to pay full price: Don’t worry about putting yourself out there, there’s no need to waste valuable time through perfectionism. Get started now, and improvement will come over time. Book Recommendation: Think Again, by Adam Grant.   Be sure to reach out and connect with Kent Ritter by using the info below: Website: https://www.kentritter.com/  Podcast: https://podcasts.apple.com/us/podcast/ritter-on-real-estate/id1511017979    Start taking action TODAY so that you can gain more Education and Control over your financial life.   To see the Video Version of today’s conversation just CLICK HERE.   Do you want to have more control and avoid the mistakes that I made getting started in long distance investing?  Then you can DOWNLOAD the 7 Mistakes to Avoid in Long Distance Investing Guide by clicking HERE.   Be sure to connect with Billy!  He’s made it easy for you to do…Just go to any of these sites:   Website: www.billykeels.com Youtube: billykeels Facebook: Billy Keels Fan Page Instagram: @billykeels Twitter: @billykeels LinkedIn: Billy Keels

Kent Clothier stops by the studio on this episode of Inside Look to give us the scoop on his story. From having his life flash before his eyes, to losing a 9 figure business, Kent has experienced a little more than his fair share of life! Kent learned lessons the hard way and is no stranger to failure. He lets us in on the secret to creating the lifestyle that you want and taking care of what really matters in life.    “To act like anything is promised to you is completely irresponsible.” “I’ve never worked for anyone.” “There’s a lot of comfort in making success complicated.” “I want the people that have a fire in their belly much more than I want the people that are over educated.”   “I want to make sure the days that I live, are the days that I am proud to live.” - Kent Clothier   Here’s what you’ll discover: 01:17 - Kent’s nightmare of a plane ride 09:44 - What Kent wants to be known for 11:54 - Why you should want to help others 16:28 - Do you have knowledge on ice? 22:28 - You’re not invincible 38:18 - Average day for Kent 49:30 - Passive income is the key to wealth   “That was ego, now you got wisdom.” “Even if you’re right doesn’t necessarily mean you’re going to win.” “You had the ability to create it and it would be irresponsible if you didn’t.” - Bedros Keuilian   --   Follow us on Instagram: @bedroskeuilian / @kentclothier   Buy Man Up and get Bedros’ High Performance Leadership Course for FREE: https://manup.com/   Visit Kent’s website: https://kentclothier.com/   Listen on iTunes and leave us a review: http://bedrosmedia.com/itunes131   Subscribe to My Channel for weekly videos: http://www.youtube.com/bedroskeuilian/?sub_confirmation=1 Youtube: https://youtu.be/P1zIiy9cvrw

Welcome to the Enter VR podcast! Join us for an awesome episode featuring Kent Kajitani, the CEO at Meson AR. Come learn about the AR industry landscape in Japan and much more! Show notes: 45:  What is Meson AR? 1:30 Kent's journey through the industry. 4:00 Strategies and challenges Kent faces when selling to corporate partners.  6:00 Communicating the potential of AR to Japanese audiences. 8:40 Discussions about privacy in AR are more prevalent in Japan. 11:40 How to approach advertisement in AR the right way. 15:00 Going to the root of what gives an AR app a use case. 18:00 Do people in Japan want AR?  19:00 What Kent envisions himself doing every day with a mature AR platform.  22:00 Hado is taking off in Japan and it's amazing.  https://hado-official.com/en/ 23:45 Passthrough AR VS. Seethrough AR 27:50 Apple knows how to read the Japanese market. 29:30 Kent's advice for people trying to break into the AR industry. 31:30 Present Kent's message to future Kent.  34:00 How to stay in touch with kent: https://twitter.com/kajikent https://meson.tokyo/en/

Podcast on the Brink is back for a new episode with hosts Jerod Morris of The Assembly Call and Alex Bozich of Inside the Hall. The show is available weekly.In this week’s show, Morris and Bozich are joined by Kent Sterling of CBS 1430 in Indianapolis, to discuss Indiana's 1981 national championship team. Among the topics discussed:· How the 1980 team set the table for the 1981 team· Besides Isiah Thomas, who were the guys on the 1981 team who stood out?· The youth of the 1981 team and the lack of seniors· What Kent learned about the game of basketball as a student back in 1981· What made Landon Turner so special as a player· The composition of the 1981 roster and the number of guys from Indiana and Illinois· Isiah's competitiveness and toughness· Why Bob Knight trusted Isiah Thomas so much in 1981· The differences between the Big Ten in the early 80s compared to now· What fans should remember most about Ted Kitchel, Randy Wittman and Ray Tolbert

Episode 7 - Jeff Patton - User Story Maps and the discovery of great products Another one of the greats. I follow his work since years, I integrate lots of what he does in my work. Everyone knowing me or having had a training with me, knows what he does with Story Maps. But having come up with Story Maps and having written the first book around is „this little thing“ to Jeff Patton. Jeff is really deep into product work and he has lots of thoughts to offer on Agile and especially on everything around stories and story thinking. And one of the reasons he knows all about that is because he was already there when it happened. He was in the same building with Kent Beck when Extreme Programming happened and Stories came up. He was coached by Rob Mee of Pivotal Tracker fame. So, this is not just a deep dive on stories and the Story Mapping technique that emerged form it but also some oral history on how and where it all started to happen. Nowadays, Jeff more and more dives into the discovery phase and at the end of the podcast we will hear lots about this and where this might clash with Agile or how it is taught in most cases. But what is so relaxing is that we really don’t talk much process. And I think the reason is that product is much less process than it is orthogonal to process and it is about thinking of quality, what quality means to whom, for whom we’re building things and having empathy for them. Speaking of empathy: Enjoy a nice conversation with a humble, humorous and relaxed Jeff Patton! Chapters 0:02:04 (User) Stories - the base of all 0:13:19 Documents are like vacation stories 0:31:43 Story Maps - what it is, how i emerged 0:43:10 How to teach Story Maps 0:55:34 Struggling with the backlog as a prioritised list 0:57:54 Products we like: A BMW 335 convertible, Netflix and Spotify, an EV 320 Microphone and a Sonos speaker 1:04:34 Why have (Agile) things gotta be so complicated? 1:11:44 Is software harder than software and: First off, no process is going to help you Chapter Notes 2:04 (User) Stories - the base of it all Going down memory lane, meeting lots of now famous people, e.g. Kent Beck "People have gotten User Stories wrong from the beginning" "When I first heard the term "Stories" I thought it was stupid - what we’re doing is important stuff. Stories  … that sounds like fantasy or fiction … it doesn’t sound serious at all" "What Kent meant with stories was really stories. We should be talking with each other and telling stories about the products" "The goal is building shared understanding" "What we are talking about isn’t what to build. What we’re talking about with each other is: who’s using this product and why and what benefit they get. and understanding that we can then talk about together about what to build." "Where things go horribly wrong is when people use stories and try to do what they used to do." "So, people try to use stories as an alternative to other specification algorithms, when that’s not what they were meant to be" How stories are not precise and complete 8:22 Comparing stories and UML The promise with UML was that you had to learn UML and then you had to talk to someone who knew UML. Stories fix all this. "Stories fix all kind of crappy documentation. Because know we have humans to talk to to explain things" "I keep telling people that if you’re using stories, you have to change your process"  "The problem stories don’t solve is the way you specify. … If you’re using stories, you still have to figure out ways to specify." "I think people write documents because they don’t like to talk to each other." 11:15 Documents are like vacation photos  „The minute you write stories and hand them over without having a conversation, that’s the moment when things start to go wrong.“ 17:14 How Kent Beck never called "stories" "user stories" Rumors and misconceptions on stories and sizes and templates  How somehow people and many Scrum Master are spreading the rumor of „we have to use (User) Stories all the way   "The way Agile works is we build little things, and we work in short cycles. … But the problem is that when we build a product that is supposed to go to the market and create value it is not something we build in days." "Those things we can build in a few days hardly have value and it becomes hard to tell a story about those things" "I learned these things around 2000 and we called them stories and not user stories, and we didn’t use the term epic and you know, the user story template - we certainly didn’t use that." 23:14 How the founder of Pivotal Tracker, Rob Mee, was Jeff’s XP coach, refused using the template in his tool and now it does anyway: "I’m never gonna put that stupid template inside of Tracker … well, it’s in there now. And I’m sure not because Rob thinks it’s a good idea." "But the template falls apart super easy. … The conversations we need to have are far more sophisticated than that." "As a user I want just dumbs down all the rich conversations we need to have …" The three (or five?) C’s of stories Ron Jeffries 3 C’s: Card Conversation, Confirmation "The conversation is not about the acceptance criteria but about Who, What and Why! … It’s meant to be a bit of a back and forth." "What I see people doing these days is: Card -> Conformation" Documents are contracts and with stories "we finally recognise that documents are never gonna be good enough, they’re never gonna be precise enough and what matters is understanding and the only way we get it is by talking to each other." "Shared documents aren’t shared understanding" and that will make a lot of people uncomfortable. 31:43 Story Maps - what it is, how it emerged A solution for breaking big things down that take weeks and weeks to build into little things we can build in days. The metaphor of rocks that when you break them, remain rocks … just: little rocks. Just like big stories (no matter if you call them epics or not) that when you break them down just remain … stories. "Story mapping is the thing that I used to do to get from a big idea to break it down into small parts." How story maps emerged from the technique called "User Task Model" over "Span Plan" (influenced by the Poppendiecks) to Story Maps (which name came up in a discussion with Alistair Cockbourn). How Jeff wanted to write a huge book on everything outside of Agile, but then Story Maps took off and then the small book on story Maps got bigger and bigger. A next book is planned. Jeff is not afraid, and still has lots to say. It’ll be easy. Ha! Jeff’s book has three forewords. It reflects the mantra of product work, being credited to Marty Cagan, that it’s all about the intersection between valuable, usable and feasible. The three forewords represent that by having representatives from UX - Alan Cooper, development - Martin Fowler and finally product itself - Marty Cagan. That trinity is called a Core Team and is still widely used. 43:10 How to teach Story Maps Two good ways: Simply mapping something live and lead discussions, conversations. Mapping a morning from waking up to getting to work, then let a group mix the individual morning stories and change it, because some strange event happened, like: Getting up too late. These are ways that lets people focus on writing down activities rather than things or functionalities. Also, it makes obvious that different people behave differently. Further it teaches how to slice and cut things away, e.g. because there is less time than usual. some things can not be sliced out (morning hygiene) but need to be thinned out. Maps are useful for still seeing the whole while we flesh out the small things. "We need details when we go into the next sprint, but we still need to be able to see the whole. Because it’s the whole that has value. That’s the real value of a map." An application in a workshop: Planning the first release of a wine shop. 55:34 Struggling with the backlog as a prioritised list "There’s a lot of things I disagree with on how Agile gets taught and used and abused. One of the things I struggle with is the way it is taught that a backlog needs to be a prioritised list." "If you think of a new product … it would be completely impossible to understand what it is … based on a prioritised list of features." "It is so valuable to see the whole. And you don’t get that in a flat backlog." "When you talk about parts of a thing, you normally need all of them." 57:54 Products we like: A BMW 335 convertible, Netflix and Spotify, an EV 320 Microphone and a Sonos speaker Trying to find out why we like them. For starters, the BMW is super impractible for where Jeff lives, as they have lots of snow. He still loves it. Netflix now works for Jeff as a traveler, because downloads are possible. "Why we encourage people to talk about why they like a product is because why you like a product has a lot to do with who you are." "The toughest choices are not what features your product has, the toughest choice is who your product is for and the really hard choice is who your product is not for." "If people really love a product, I always ask: "What did you use before?"." "When you’re using a good product, you can sorta smell the thought and care that went into creating the product." "That’s what I really worry about when we talk all about Agile and breaking things into little pieces … that we lose sight of who its for and that we lose sight of all the little things that matter so much … and start working about acceptance criteria." 1:04:34 Why have (Agile) things gotta be so complicated? While teaching discovery (e.g. in 5 day immersion workshops), Jeff realises that people no longer know, see and have empathy with their clients, users, etc. "We have to come with a lot of process junk and waste to help us manage what we’re doing when a little bit of empathy and understanding of who you’re building for goes a long way." "In a lot of contexts it’s not easy to get to the customers. And to what you say, even if we could get to them, we don’t want to. It’s not comfortable talking to those people - and it’s unnerving sometimes." 1:11:44 Is software harder than software and: First off, no process is going to help you When Apple had a problem with a new carrier, it was normal for a developer to linger around at the carrier. "At Apple it was not not unusual, no one was asking: why aren’t you at your desk? Why aren’t you writing code? It was absolutely rational to do that." At a different spot: Q: "If you think of Apple, on a range from 1 to 10 where would you put the quality they ship at Apple?" A: "I’d put it at 9." Q: "Where would you put what you ship here?" A: "About a six." Q: "If you were at Apple and you would ship a six, what do you think would happen to you? You ship 6 here all the time." A: "We celebrate that we ship all the time." Conclusion: "Something has to change around here that is not process" "Everything is becoming more blurred all the time." "The hardware isn’t even the hardware. It’s the software that’s changing it." "More and more you buy a piece of hardware and it’s not like it’s in the box and the partnership with the manufacturer is done. There’s an ownership lifecycle that supports it." "I was at a conference in Australia and the speaker right before was a designer at Lego. and he came up with that idea that they came up with that perfect Lego model that was really testing well but it was too expensive to build. And he said „you know how it is when the perfect solution is too expensive to build and we have to figure out something different.“ And the audience was quiet and the audience was „no, I don’t know what you’re talking about." "I see so many people in the software world arguing for what’s best and not for what’s feasible and not understanding that it’s not about best …" We have to learn again to prototype. "And at times a prototype is more expensive than the real thing." "What’s interesting is that Agile Development has gotten totally effed up when it comes to this prototyping thing. There is all this emphasis on potentially shippable software, there is this emphasis on software being built and tested, but look: we’ve lost our ability to use code to build rough stuff to see if we’re building the right thing." "More and more I talk about learning velocity vs. building velocity." "If you’re trying to learn something the most expensive way is to build production quality software." "Building the wrong thing at high quality is waste." „If there is gonna be a contemporary agile way of building things t’s gonna be this mix of product thinking and customer centric thinking and Agile thinking and I’ll be honest: It’ll break the Agile Manifesto." Great final words "What makes a product better is not more stuff, it’s good stuff." Links Jeff Patton Associates Jeff Patton: User Story Mapping  Kent Beck: Extreme Programming Explained Pivotal Tracker Pivotal CEO Rob Mee Alistair Cockburn

Kent Sanders has lived a life full of creativity ever since he was young, but it never occurred to him that he could make a living from his creativity. When Kent was young, he separated his love of creativity from his love of religion. It never occurred to him that he could combine those two interests. After working in the ministry for a few years, he decided he wanted to go back to school to teach. He wanted to challenge himself by doing something new. While finishing up his master’s degree, a realization dawned on him. He realized he could combine his two passions for art and religion. So he became a professor at a religious college where has taught everything from technology, to art, and film. In this episode, Kent talks about why breaks are important, some of the biggest things holding us back, and changing our mindsets about money. Here are three things you can learn from Kent: Breaks are Extremely Important One of the things that plagues many workers today is our pull to always be working. Society has led us to believe that we must work all the time in order to be successful. Kent believes it’s not about the number of hours you work, but how effective you are in the hours you do work. “The more that you work, the more people tend to look on that as a good thing. Where ‘Oh, this person has worked so much. They haven’t taken a vacation in so many years, and they’re working 60, 70, 80 hours a week, and that’s such a great thing, and they’re so devoted.’ We kind of have a messed up culture, I think, in the Western world in that regard. Where we believe that the more you work, the more effective you are, and that’s not true at all. It’s not necessarily about the number of hours, it’s about how effective you are, how you are using your time, and are you focusing in on the right things?” Instead, Kent believes we need to set healthy boundaries for for how much we work. “We kind of have to set these limits four ourselves so that we can have some healthy boundaries.” Because when we work so many hours, we can become distracted. We tend to lose focus. Half the time we are working and half the time we aren’t. Kent believes we can prevent this by setting up times to complete different tasks. “Sometimes we operate in that space where we’re kind of working, we’re kind of not working… to me it’s much better to set a clear, delineated line. And have specific times for things. That can be a real struggle because we can work any time and anywhere. To me it requires more self-discipline and more clear boundaries that we have to set because other people are not setting them for us.” The Biggest Thing Holding Us Back is Us One of the false perceptions people have about creativity is that restraints are a bad thing. Many artists believe restraints hold us back from doing our best work. Kent believes restraints can be helpful in our creative work. An example of this is how Kent uses timers when working. Instead of giving yourself unlimited amounts of time, you should set time limits for your work. “Actually if you set a timer and you only focus intently on that one thing, it’s amazing how fast you can get something done. The problem is that it requires a lot of focus and mental energy, and sometimes we don’t want to spend that mental energy because it’s hard. It’s really hard to focus on one thing for even ten minutes or a half hour. So that’s something that has been helpful to me, just placing that limit on yourself. But also, I think, other kinds of limits can be helpful too… because you’re forced to find other solutions to get something done.” Kent also believes our resources are not holding us back. What we are missing is a tenacious spirit. “To me the issue is not do I have enough time to get something done or do I have enough money to get something done. To me the issue is, am I going to figure out a way to get it done no matter what, and that to me seems to be the single biggest key to success for almost anything. It’s not about the talents or gifts that you have. It’s not about how much money you have or how much time you have. It’s about having that really tenacious spirit where you say ‘I’m going to get this done no matter what. I’m going to find a way to make it happen.’ It may take longer than I want. It may not exactly be the way I wanted or it may not get done the exact way that I envision it, but I’m going to make it happen. And that to me is the most critical thing of all. You’re willing to kinda plow through the obstacles and figure out creative ways to get things done and just make it happen.” We Need to Change Our Mindsets About Money After talking to many artists, I’ve come to realize that many artists struggle with the idea of making money from their art. They believe marketing is a necessary evil instead of a tool to help progress their careers. Kent also had these same struggles until he realized that giving doesn’t pay the bills. “I just like to give. That’s just part of who I am, but giving doesn’t pay the bills. You gotta charge for things at some point. And once I kinda got past that initial discomfort, I think my mindset began to shift a lot on just what it means to sell things and to think more in terms of business.” This is often times the biggest obstacle artists face. So changing your mindset can make a huge difference. “Once you understand selling things isn’t bad, that selling things is actually good, then your whole mindset kinda changes because you have to support your family. You should be compensated for the work that you do. But it’s really not about you getting paid. It’s really about doing the best for the person who you’re selling to.” The best way to look at it is by realizing how much value your work has. When you don’t charge for your work, you devalue it. What Kent realized was that if you want customers to get real value from your work, you have to charge for it. “People just don’t tend to emotionally value things that they have not personally invested in. So really the best thing we can do for people sometimes is to charge them for what we do because then that person is going to value it more. They’ll probably be a lot more likely to follow through with what they have bought, whether it’s a book or a course or something. So I think once you get past this idea that making money from something is bad, you know, you’ve got to kinda ditch that idea and understand that making money from something can be a really good thing because when you have money, it lets you do more good in the world.” Read more shownotes from episode 70 with Kent Sanders

In episode 5 of The Twenty Minute VC, we are joined by Kent Godfrey, General Partner at Pond Ventures. Prior to entering into the VC industry Kent was Chairman and CEO of Andromedia before merging it with MacroMedia. Kent was also CEO of Frictionless Commerce concluding with the sale of the company to SAP in 2006. Kent has previously served on the board of numerous companies including LiveRail (acquired by Facebook), TRM Corporation (Nasdaq:TRMM), HipBone Communications (acquired by Kana) and Vocal Point Inc (acquired by Telecom Italia). In this session you will learn:  What is the most challenging aspect of being a CEO? Should CEO's have a clear and precise strategy for the future? What can a CEO do to position themselves to be more successful? How can an individual develop the skills to be a successful CEO? What Kent learnt from his meetings with Steve Jobs? What is the most challenging aspect of transitioning from CEO to VC? What do VCs do when concerned about an investment? What is the best aspect of being a Venture Capitalist? Is it possible to go straight into the Venture Capital industry from University? We end the episode with a quick fire round where Ken describes the future of the Internet Of Things (IOT). Why Founders are better than a Founder? Plus, what the biggest misunderstanding of the Venture Capital industry is? For all the resources mentioned in today's show heav on over to www.thetwentyminutevc.com