Podcasts about will who

THE POWER OF DECISION is what determines our reality. We are able to see that our thoughts are our desisions. We rule our mind, and the thoughts in this mind. We can think with the ego's thoughts or the Holy Spirit's Thoughts. This is the one important decision we will make. We choose our own "hell" or our Heaven. We even consent to "death." If we are stressed, it is because we have decided for this stress. We decide for Peace and Joy. We make our will one with God's Will Who wants prefect happiness for us.

Chef Jordan Wagman has written a new book called "Will" / Who won the Vice Presidential debate / Listener e-mail / The Retirement Sherpa / Humble and Fred hate-on Abba / Dan Duran news / The most popular baby names. Humble and Fred is proudly brought to you by Bodog, Kelseys Original Roadhouse, The Chambers Plan, The Retirement Sherpa Tim Niblett

JLP Mon 8-26-24 Female Monday. RFK. Experts. Kamala. Chad O. Jackson! Callers include a black Willis! // Hr 1 Late start… RFK Jr endorses Trump! EXPERTS: Could Kamala win? Nasty criticism: blacks vs whites // Hr 2 SEAN taking care of grandma! GUEST: Chad O. Jackson of Uncle Tom II, men, entrepreneurship, leaving mama, blacks, socialism… // Hr 3 WILLIS: whites to blame! Love them? Know God? SUPERS, CALLS, Supers, Calls, Supers… // New Biblical Question: Do you want to be different? TIMESTAMPS (0:00:00) HOUR 1 — LATE START (0:07:56) … BQ, Female Monday, Church! (0:13:26) RFK endorsed Trump! Kennedys' background (0:23:10) RFK's right on food, obesity: black women! BREAK (0:33:31) RFK: Family public criticism! (0:37:34) Experts: Kamala no-interview win? — Joel red eyes, roller skating (0:50:46) Experts: Nasty criticism, black vs white, Dem vs Trump (0:54:50) NEWS… HOUR 2 (1:03:36) SEAN, Spain, 1st, 28: great call about beliefs (1:11:22) SEAN: Taking care of grandma? Live your life; you're a man! (1:14:09) SEAN on dreams: Ambition vs expectation? Drop both! (1:15:46) GUEST: Chad O. Jackson, Uncle Tom, men (1:18:24) Chad Jackson: Entrepreneurs vs YouTubers (1:23:42) Chad Jackson: Men not moving out of mama's… BREAK (1:32:40) Chad Jackson: Uncle Tom III? MLK, blacks, socialism (1:41:16) Chad Jackson: Kamala win? Jussie Smollett, 2020 (1:47:21) Chad Jackson: RFK for Trump? Look like MLK! … (1:49:56) WILL, NY, 1st: animosity to blacks, tough love (1:55:00) NEWS… HOUR 3 (2:03:36) WILL/WILLIS! whites more welcome than black, equal opportunities (2:07:56) WILL: Who are you? Love white people? Believe in God? (2:14:46) Supers… Whipped bro. Dogs: Lady Gaga's fault? Created to serve? (2:23:01) TONY, MA: Stay with it. Gal's husband died: Take it slow. (2:25:32) CARLOS, FL, 1st: Thx… (2:30:25) Announcements: PunchieTV 2 PM PT (4 CT / 5 ET), Nick (2:33:27) CARLOS: Complainers? (2:34:51) "MURPHY" or Humphrey, NY, 1st: "Praise the Lord"? Evangelize (2:39:42) "MURPHY": Be of God and have anger? The fact I'm trying… (2:41:11) Supers: Tithing. Don't think about seeing. Marriage. RFK wife. (2:47:11) VINCE, PA, 1st: Women 24/7 in family: The glue of the family? (2:49:06) MARY-ANNE, PA: Husband complains! (2:51:56) FRITZ, FL: Women obeying the man? (2:53:10) Supers… Closing

This podcast features Ani Herna Sari, Chair of Rekat Peduli Indonesia Foundation (TB survivor organisation), who calls upon the governments to ensure access to best of WHO recommended diagnostics, treatments, care and support, and prevention services for everyone. Ani was a lecturer in one of the most prestigious academic institutions in Indonesia before the TB bacteria changed her life course, and led her to found Rekat Peduli Indonesia for larger good.Listen to this podcast on Apple Podcasts, Amazon Music, Google Podcasts, Spotify, TuneIn, Podtail, BluBrry, Himalaya, ListenNotes, American Podcasts, CastBox FM, Ivy FM, Player FM, and other podcast streaming platforms.ThanksCNS team

In this episode, we cover:00:00:00 - Reflections on the Episode/Introduction 00:03:06 - Steve's Bio00:07:30 - The 5 W's of Servers and their Future00:14:00 - Hardware and Software00:21:00 - Oxide Computer 00:30:00 - Investing in Oxide and the Public Cloud00:36:20 - Oxide's Offerings to Customers 00:43:30 - Continious Improvement00:49:00 - Oxide's Future and OutroLinks: Oxide Computer: https://oxide.computer Perfectlyboring.com: https://perfectlyboring.com TranscriptJason: Welcome to the Perfectly Boring podcast, a show where we talk to the people transforming the world's most boring industries. I'm Jason Black, general partner at RRE ventures.Will: And I'm Will Coffield, general partner at Riot Ventures.Jason: Today's boring topic of the day: servers.Will: Today, we've got Steve Tuck, the co-founder and CEO of Oxide Computer, on the podcast. Oxide is on a mission to fundamentally transform the private cloud and on-premise data center so that companies that are not Google, or Microsoft, or Amazon can have hyper scalable, ultra performant infrastructure at their beck and call. I've been an investor in the company for the last two or three years at this point, but Jason, this is your first time hearing the story from Steve and really going deep on Oxide's mission and place in the market. Curious what your initial thoughts are.Jason: At first glance, Oxide feels like a faster horse approach to an industry buying cars left and right. But the shift in the cloud will add $140 billion in new spend every year over the next five years. But one of the big things that was really interesting in the conversation was that it's actually the overarching pie that's expanding, not just demand for cloud but at the same rate, a demand for on-premise infrastructure that's largely been stagnant over the years. One of the interesting pivot points was when hardware and software were integrated back in the mainframe era, and then virtual machines kind of divorced hardware and software at the server level. Opening up the opportunity for a public cloud that reunified those two things where your software and hardware ran together, but the on-premises never really recaptured that software layer and have historically struggled to innovate on that domain.Will: Yeah, it's an interesting inflection point for the enterprise, and for basically any company that is operating digitally at this point, is that you're stuck between a rock and a hard place. You can scale infinitely on the public cloud but you make certain sacrifices from a performance security and certainly from an expense standpoint, or you can go to what is available commercially right now and you can cobble together a Frankenstein-esque solution from a bunch of legacy providers like HP, and Dell, and SolarWinds, and VMware into a MacGyvered together on-premise data center that is difficult to operate for companies where infrastructure isn't, and they don't want it to be, their core competency. Oxide is looking to step into that void and provide a infinitely scalable, ultra-high-performance, plug-and-play rack-scale server for everybody to be able to own and operate without needing to rent it from Google, or AWS, or Microsoft.Jason: Well, it doesn't sound very fun, and it definitely sounds [laugh] very boring. So, before we go too deep, let's jump into the interview with Steve.Will: Steve Tuck, founder and CEO of Oxide Computer. Thank you for joining us today.Steve: Yeah, thanks for having me. Looking forward to it.Will: And I think maybe a great way to kick things off here for listeners would be to give folks a baseline of your background, sort of your bio, leading up to founding Oxide.Steve: Sure. Born and raised in the Bay Area. Grew up in a family business that was and has been focused on heating and air conditioning over the last 100-plus years, Atlas. And went to school and then straight out of school, went into the computer space. Joined Dell computer company in 1999, which was a pretty fun and exciting time at Dell.I think that Dell had just crossed over to being the number one PC manufacturer in the US. I think number two worldwide at Compaq. Really just got to take in and appreciate the direct approach that Dell had taken in a market to stand apart, working directly with customers not pushing everything to the channel, which was customary for a lot of the PC vendors at the time. And while I was there, you had the emergence of—in the enterprise—hardware virtualization company called VMware that at the time, had a product that allowed one to drive a lot more density on their servers by way of virtualizing the hardware that people were running. And watching that become much more pervasive, and working with companies as they began to shift from single system, single app to virtualized environments.And then at the tail end, just watching large tech companies emerge and demand a lot different style computers than those that we had been customarily making at Dell. And kind of fascinated with just what these companies like Facebook, and Google, and Amazon, and others were doing to reimagine what systems needed to look like in their hyperscale environments. One of the companies that was in the tech space, Joyent, a cloud computing company, is where I went next. Was really drawn in just to velocity and the innovation that was taking place with these companies that were providing abstractions on top of hardware to make it much easier for customers to get access to the compute, and the storage, and the networking that they needed to build and deploy software. So, spent—after ten years at Dell, I was at Joyent for ten years. That is where I met my future co-founders, Bryan Cantrill who was at Joyent, and then also Jess Frazelle who we knew working closely while she was at Docker and other stops.But spent ten years as a public cloud infrastructure operator, and we built that service out to support workloads that ran the gamut from small game developers up to very large enterprises, and it was really interesting to learn about and appreciate what this infrastructure utility business looked like in public cloud. And that was also kind of where I got my first realization of just how hard it was to run large fleets of the systems that I had been responsible for providing back at Dell for ten years. We were obviously a large customer of Dell, and Supermicro, and a number of switch manufacturers. It was eye-opening just how much was lacking in the remaining software to bind together hundreds or thousands of these machines.A lot of the operational tooling that I wished had been there and how much we were living at spreadsheets to manage and organize and deploy this infrastructure. While there, also got to kind of see firsthand what happened as customers got really, really big in the public cloud. And one of those was Samsung, who was a very large AWS customer, got so large that they needed to figure out what their path on-premise would look like. And after going through the landscape of all the legacy enterprise solutions, deemed that they had to go buy a cloud company to complete that journey. And they bought Joyent. Spent three years operating the Samsung cloud, and then that brings us to two years ago, when Jess, Bryan, and I started Oxide Computer.Will: I think maybe for the benefit of our listeners, it would be interesting to have you define—and what we're talking about today is the server industry—and to maybe take a step back and in your own words, define what a server is. And then it would be really interesting to jump into a high-level history of the server up until today, and maybe within that, where the emergence of the public cloud came from.Steve: You know, you'll probably get different definitions of what a server is depending on who you ask, but at the highest level, a server differs from a typical PC that you would have in your home in a couple of ways, and more about what it is being asked to do that drives the requirements of what one would deem a server. But if you think about a basic PC that you're running in your home, a laptop, a desktop, a server has a lot of the same components: they have CPUs, and DRAM memory that is for non-volatile storage, and disks that are storing things in a persistent way when you shut off your computer that actually store and retain the data, and a network card so that you can connect to either other machines or to the internet. But where servers start to take on a little bit different shape and a little bit different set of responsibilities is the workloads that they're supporting. Servers, the expectations are that they are going to be running 24/7 in a highly reliable and highly available manner. And so there are technologies that have gone into servers, that ECC memory to ensure that you do not have memory faults that lose data, more robust components internally, ways to manage these things remotely, and ways to connect these to other servers, other computers.Servers, when running well, are things you don't really need to think about, are doing that, are running in a resilient, highly available manner. In terms of the arc of the server industry, if you go back—I mean, there's been servers for many, many, many, many decades. Some of the earlier commercially available servers were called mainframes, and these were big monolithic systems that had a lot of hardware resources at the time, and then were combined with a lot of operational and utilization software to be able to run a variety of tasks. These were giant, giant machines; these were extraordinarily expensive; you would typically find them only running in universities or government projects, maybe some very, very large enterprises in the'60s and'70s. As more and more software was being built and developed and run, the market demand and need for smaller, more accessible servers that were going to be running this common software, were driving machines that were coming out—still hardware plus software—from the likes of IBM and DEC and others.Then you broke into this period in the '80s where, with the advent of x86 and the rise of these PC manufacturers—the Dells and Compaqs and others—this transition to more commodity server systems. A focus, really a focus on hardware only, and building these commodity x86 servers that were less expensive, that were more accessible from an economics perspective, and then ultimately that would be able to run arbitrary software, so one could run any operating system or any body of software that they wanted on these commodity servers. When I got to Dell in 1999, this is several years into Dell's foray into the server market, and you would buy a server from Dell, or from HP, or from Compaq, or IBM, then you would go find your software that you were going to run on top of that to stitch these machines together. That was, kind of, that server virtualization era, in the '90s, 2000s. As I mentioned, technology companies were looking at building more scalable systems that were aggregating resources together and making it much easier for their customers to access the storage, the networking that they needed, that period of time in which the commodity servers and the software industry diverged, and you had a bunch of different companies that were responsible for either hardware or the software that would bring these computers together, these large hyperscalers said, “Well, we're building purpose-built infrastructure services for our constituents at, like, a Facebook. That means we really need to bind this hardware and software together in a single product so that our software teams can go very quickly and they can programmatically access the resources that they need to deploy software.”So, they began to develop systems that looked more monolithic, kind of, rack-level systems that were driving much better efficiency from a power and density perspective, and hydrating it with software to provide infrastructure services to their businesses. And so you saw, what started out in the computer industry is these monolithic hardware plus software products that were not very accessible because they were so expensive and so large, but real products that were much easier to do real work on, to this period where you had a disaggregation of hardware and software where the end-user bore the responsibility of tying these things together and binding these into those infrastructure products, to today, where the largest hyperscalers in the market have come to the realization that building hardware and software together and designing and developing what modern computers should look like, is commonplace, and we all know that well or can access that as public cloud computing.Jason: And what was the driving force behind that decoupling? Was it the actual hardware vendors that didn't want to have to deal with the software? Or is that more from a customer-facing perspective where the customers themselves felt that they could eke out the best advantage by developing their own software stack on top of a relatively commodity unopinionated hardware stack that they could buy from a Dell or an HP?Steve: Yeah, I think probably both, but one thing that was a driver is that these were PC companies. So, coming out of the'80s companies that were considered, quote-unquote, “The IBM clones,” Dell, and Compaq, and HP, and others that were building personal computers and saw an opportunity to build more robust personal computers that could be sold to customers who were running, again, just arbitrary software. There wasn't the desire nor the DNA to go build that full software stack and provide that out as an opinionated appliance or product. And I think then, part of it was also like, hey, if we just focus on the hardware, then got this high utility artifact that we can go sell into all sorts of arbitrary software use cases. You know, whether this is going to be a single server or three servers that's going to go run in a closet of cafe, or it's going to be a thousand servers that are running in one of these large enterprise data centers, we get to build the same box, and that box can run underneath any different type of software. By way of that, what you ultimately get in that scenario is you do have to boil things down to the lowest common denominators to make sure that you've got that compatibility across all the different software types.Will: Who were the primary software vendors that were helping those companies take commodity servers and specialize into particular areas? And what's their role now and how has that transformed in light of the public cloud and the offerings that are once again generalized, but also reintegrated from a hardware and software perspective, just not maybe in your own server room, but in AWS, or Azure, or GCP?Steve: Yeah, so you have a couple layers of software that are required in the operation of hardware, and then all the way up through what we would think about as running in a rack, a full rack system today. You've first got firmware, and this is the software that runs on the hardware to be able to connect the different hardware components, to boot the system, to make sure that the CPU can talk to its memory, and storage, and the network. That software may be a surprise to some, but that firmware that is essential to the hardware itself is not made by the server manufacturer themselves. That was part of this outsourcing exercise in the '80s where not only the upstack software that runs on server systems but actually some of the lower-level downstack software was outsourced to these third-party firmware shops that would write that software. And at the time, probably made a lot of sense and made things a lot easier for the entire ecosystem.You know, the fact that's the same model today, and given how proprietary that is and, you know, where that can actually lead to some vulnerabilities and security issues is more problematic. You've got firmware, then you've got the operating system that runs on top of the server. You have a hypervisor, which is the emulation layer that translates that lower-level hardware into a number of virtual machines that applications can run in. You have control plane software that connects multiple systems together so that you can have five or ten or a hundred, or a thousand servers working in a pool, in a fleet. And then you've got higher-level software that allows a user to carve up the resources that they need to identify the amount of compute, and memory, and storage that they want to spin up.And that is exposed to the end-user by way of APIs and/or a user interface. And so you've got many layers of software that are running on top of hardware, and the two in conjunction are all there to provide infrastructure services to the end-user. And so when you're going to the public cloud today, you don't have to worry about any of that, right? Both of you have probably spun up infrastructure on the public cloud, but they call it 16 digits to freedom because you just swipe a credit card and hit an API, and within seconds, certainly within a minute, you've got readily available virtual servers and services that allow you to deploy software quickly and manage a project with team members. And the kinds of things that used to take days, weeks, or even months inside an enterprise can be done now in a matter of minutes, and that's extraordinarily powerful.But what you don't see is all the integration of these different components running, very well stitched together under the hood. Now, for someone who's deploying their own infrastructure in their own data center today, that sausage-making is very evident. Today, if you're not a cloud hyperscaler, you are having to go pick a hardware vendor and then figure out your operating system and your control plane and your hypervisor, and you have to bind all those things together to create a rack-level system. And it might have three or four different vendors and three or four different products inside of it, and ultimately, you have to bear the responsibility of knitting all that together.Will: Because those products were developed in silos from each other?Steve: Yeah.Will: They were not co-developed. You've got hardware that was designed in a silo separate from oftentimes it sounds like the firmware and all of the software for operating those resources.Steve: Yeah. The hardware has a certain set of market user requirements, and then if you're a Red Hat or you're a VMware, you're talking to your customers about what they need and you're thinking at the software layer. And then you yourself are trying to make it such that it can run across ten or twenty different types of hardware, which means that you cannot do things that bind or provide hooks into that underlying hardware which, unfortunately, is where a ton of value comes from. You can see an analog to this in thinking about the Android ecosystem compared to the Apple ecosystem and what that experience is like when all that hardware and software is integrated together, co-designed together, and you have that iPhone experience. Plenty of other analogs in the automotive industry, with Tesla, and health equipment, and Peloton and others, but when hardware and software—we believe certainly—when hardware and software is co-designed together, you get a better artifact and you get a much, much better user experience. Unfortunately, that is just not the case today in on-prem computing.Jason: So, this is probably a great time to transition to Oxide. Maybe to keep the analogy going, the public cloud is that iPhone experience, but it's just running in somebody else's data center, whether that's AWS, Azure, or one of the other public clouds. You're developing iOS for on-prem, for the people who want to run their own servers, which seems like kind of a countertrend. Maybe you can talk us through the dynamics in that market as it stands today, and how that's growing and evolving, and what role Oxide Computer plays in that, going forward.Steve: You've got this what my co-founder Jess affectionately refers to as ‘infrastructure privilege' in the hyperscalers, where they have been able to apply the money, and the time, and the resources to develop this, kind of, iPhone stack, instead of thinking about a server as a single 1U unit, or single machine, had looked at, well, what does a rack—which is the case that servers are slotted into in these large data centers—what does rack-level computing look like and where can we drive better power efficiency? Where can we drive better density? How can we drive much better security at scale than the commodity server market today? And doing things like implementing hardware Roots of Trust and Chain of Trust, so that you can ensure the software that is running on your machines is what is intended to be running there. The blessing is that we all—the market—gets access to that modern infrastructure, but you can only rent it.The only way you can access it is to rent, and that means that you need to run in one of the three mega cloud providers' data centers in those locations, that you are having to operate in a rental fee model, which at scale can become very, very prohibitively expensive. Our fundamental belief is that the way that these hyperscale data centers have been designed and these products have been designed certainly looks a lot more like what modern computers should look like, but the rest of the market should have access to the same thing. You should be able to buy and own and deploy that same product that runs inside a Facebook data center, or Apple data center, or Amazon, or a Google data center, you should be able to take that product with you wherever your business needs to run. A bit intimidating at the top because what we signed up for was building hardware, and taking a clean sheet paper approach to what a modern server could look like. There's a lot of good hardware innovation that the hyperscalers have helped drive; if you go back to 2010, Facebook pioneered being a lot more open about these modern open hardware systems that they were developing, and the Open Compute Project, OCP, has been a great collection point for these hyperscalers investing in these modern rack-level systems and doing it in the open, thinking about what the software is that is required to operate modern machines, importantly, in a way that does not sink the operations teams of the enterprises that are running them.Again, I think one of the things that was just so stunning to me, when I was at Joyent—we were running these machines, these commodity machines, and stitching together the software at scale—was how much of the organization's time was tied up in the deployment, and the integration, and the operation of this. And not just the organization's time, but actually our most precious resource, our engineering team, was having to spend so much time figuring out where a performance problem was coming from. For example in [clear throat], man, those are the times in which you really are pounding your fist on the table because you will try and go downstack to figure out, is this in the control plane? Is this in the firmware? Is this in the hardware?And commodity systems of today make it extremely, extremely difficult to figure that out. But what we set out to do was build same rack-level system that you might find in a hyperscaler data center, complete with all the software that you need to operate it with the automation required for high availability and low operational overhead, and then with a CloudFront end, with a set of services on the front end of that rack-level system that delight developers, that look like the cloud experience that developers have come to love and depend on in the public cloud. And that means everything is programmable, API-driven services, all the hardware resources that you need—compute, memory, and storage—are actually a pool of resources that you can carve up and get access to and use in a very developer-friendly way. And the developer tools that your software teams have come to depend on just work and all the tooling that these developers have invested so much time in over the last several years, to be able to automate things, to be able to deploy software faster are resident in that product. And so it is definitely kind of hardware and software co-designed, much like some of the original servers long, long, long ago, but modernized with the hardware innovation and open software approach that the cloud has ushered in.Jason: And give us a sense of scale; I think we're so used to seeing the headline numbers of the public cloud, you know, $300-and-some billion dollars today, adding $740-some billion over the next five years in public cloud spend. It's obviously a massive transformation, huge amount of green space up for grabs. What's happening in the on-prem market where your Oxide Computer is playing and how do you think about the growth in that market relative to a public cloud?Steve: It's funny because as Will can attest, as we were going through and fundraising, the prevalent sentiment was, like, everything's going to the public cloud. As we're talking to the folks in the VC community, it was Amazon, Microsoft, and Google are going to own the entirety of compute. We fundamentally disagreed because, A, we've lived it, and b, we went out as we were starting out and talked to dozens and dozens of our peers in the enterprise, who said, “Our cloud ambitions are to be able to get 20, 30, 40% of our workloads out there, and then we still have 60, 70% of our infrastructure that is going to continue to run in our own data centers for reasons including regulatory compliance, latency, security, and in a lot of cases, cost.” It's not possible for these enterprises that are spending half a billion, a billion dollars a year to run all of their infrastructure in the public cloud. What you've seen on-premises, and it depends on who you're turning to, what sort of poll and research you're turning to, but the on-prem market, one is growing, which I think surprises a lot of folks; the public cloud market, of course, it's growing like gangbusters, and that does not surprise a lot of folks, but what we see is that the combined market of on-prem and cloud, you can call it—if on-premise on the order of $100 billion and cloud is on the order of $150 billion, you are going to see enormous growth in both places over the next 10, 15 years.These markets are going to look very, very small compared to where they will be because one of the biggest drivers of whether it's public cloud or on-prem infrastructure, is everything shifting to digital formats. The digitalization that is just all too commonplace, described everywhere. But we're still very, very early in that journey. I think that if you look at the global GDP, less than 10% of the global GDP is on the internet, is online. Over the coming 10, 20 years, as that shifts to 20%, 30%, you're seeing exponential growth. And again, we believe and we have heard from the market that is representative of that $100 billion that investments in the public cloud and on-prem is going to continue to grow much, much more as we look forward.Will: Steve, I really appreciate you letting listeners know how special a VC I am.Steve: [laugh].Will: [laugh]. It was really important point that I wanted to make sure we hit on.Steve: Yeah, should we come back to that?Will: Yeah, yeah yeah—Steve: Yeah, let's spend another five or ten minutes on that.Will: —we'll revisit that. We'll revisit that later. But when we're talking about the market here, one of the things that got us so excited about investing in Oxide is looking at the existing ecosystem of on-prem commercial providers. I think if you look at the public cloud, there are fierce competitors there, with unbelievably sophisticated operations and product development. When you look at the on-prem ecosystem and who you would go to if you were going to build your own data center today, it's a lot of legacy companies that have started to optimize more for, I would say, profitability over the last couple of years than they have for really continuing to drive forward from an R&D and product standpoint.Would love maybe for you to touch on briefly, what does competition for you look like in the on-prem ecosystem? I think it's very clear who you're competing with, from a public cloud perspective, right? It's Microsoft, Google, Amazon, but who are you going up against in the on-prem ecosystem?Steve: Yeah. And just one note on that. We don't view ourselves as competing with Amazon, Google, and Microsoft. In fact, we are ardent supporters of cloud in the format, namely this kind of programmable API-fronted infrastructure as being the path of the future of compute and storage and networking. That is the way that, in the future, most software should be deployed to, and operated on, and run.We just view the opportunity for, and what customers are really, really excited about is having those same benefits of public cloud, but in a format in which they can own it and being able to have access to that everywhere their business needs to run, so that it's not, you know, do I get all this velocity, and this innovation, and this simplicity when I rent public cloud, or do I own my infrastructure and have to give up a lot of that? But to the first part of your question, I think the first issue is that it isn't one vendor that you are talking about what is the collection of vendors that I go to to get servers, software to make my servers talk to each other, switches to network together these servers, and additional software to operate, and manage, and monitor, and update. And there's a lot of complexity there. And then when you take apart each one of those different sets of vendors in the ecosystem, they're not designing together, so you've got these kind of data boundaries and these product boundaries that start to become really, really real when you're operating at scale, and when you're running critical applications to your business on these machines. And you find yourself spending an enormous amount of the company's time just knitting this stuff together and operating it, which is all time lost that could be spent adding additional features to your own product and better competing with your competitors.And so I think that you have a couple of things in play that make it hard for customers running infrastructure on-premises, you've got that dynamic that it's a fractured ecosystem, that these things are not designed together, that you have this kit car that you have to assemble yourself and it doesn't even come with a blueprint of the particular car design that you're building. I think that you do have some profit-taking in that it is very monopolized, especially on the software side where you've only got a couple of large players that know that there are few alternatives for companies. And so you are seeing these ELAs balloon, and you are seeing practices that look a lot like Oracle Enterprise software sales that are really making this on-prem experience not very economically attractive. And so our approach is, hardware should come with all the software required to operate it, it should be tightly integrated, the software should be all open-source. Something we haven't talked about.I think open-source is playing an enormous role in accelerating the cloud landscape and the technology landscapes. We are going to be developing our software in an open manner, and truly believe whether it's from a security view through to the open ecosystem, that it is imperative that software be open. And then we are integrating the switch into that rack-level product so that you've got networking baked in. By doing that, it opens up a whole new vector of value to the customer where, for example, you can see for the first time what is the path of traffic from my virtual machine to a switchboard? Or when things are not performing well, being able to look into that path, and the health, and see where things are not performing as well as they should, and being able to mitigate those sorts of issues.It does turn out if you are able to get rid of a lot of the old, crufty artifacts that have built up inside even these commodity system servers, and you are able to start designing at a rack level where you can drive much better power efficiency and density, and you bake in the software to effectively make this modern rack-level server look like a cloud in a box, and ensure these things can snap together in a grid, where in that larger fleet, operational management is easy because you've got the same automation capabilities that the big cloud hyperscalers have today. It can really simplify life. It ends up being an economic win and maybe most importantly, presents the infrastructure in a way that the developers love. And so there's not this view of the public cloud being the fast, innovative path for developers and on-prem being this, submit a trouble ticket and try and get access to a VM in six days, which sadly is the experience that we hear a lot of companies are still struggling with in on-prem computing.Jason: Practically, when you're going out and talking to customers, you're going to be a heterogeneous environment where presumably they already have their own on-prem infrastructure and they'll start to plug in—Steve: Yeah.Jason: —Oxide Computer alongside of it. And presumably, they're also to some degree in the public cloud. It's a fairly complex environment that you're trying to insert yourself into. How are your customers thinking about building on top of Oxide Computer in that heterogeneous environment? And how do you see Oxide Computer expanding within these enterprises, given that there's a huge amount of existing capital that's gone into building out their data centers that are already operating today, and the public cloud deployments that they have?Steve: As customers are starting to adopt Oxide rack-level computing, they are certainly going to be going into environments where they've got multiple generations of multiple different types of infrastructure. First, the discussions that we're having are around what are the points of data exfiltration, of data access that one needs to operate their broader environment. You can think about handoff points like the network where you want to make sure you've got a consistent protocol to, like, BGP or other, to be able to speak from your layer 2 networks to your layer 3 networks; you've got operational software that is doing monitoring and alerting and rolling up for service for your SRE teams, your operations teams, and we are making sure that Oxide's endpoint—the front end of the Oxide product—will integrate well, will provide the data required for those systems to run well. Another thorny issue for a lot of companies is identity and access management, controlling the authentication and the access for users of their infrastructure systems, and that's another area where we are making sure that the interface from Oxide to the systems they use today, and also resident in the Oxide product such as one wants to use it directly, has a clean cloud-like identity and access management construct for one to use. But at the highest level it is, make sure that you can get out of the Oxide infrastructure, the kind of data and tooling required to incorporate into management of your overall fleet.Over time, I think customers are going to experience a much simpler and much more automated world inside of the Oxide ecosystem; I think they're going to find that there are exponentially fewer hours required to manage that environment and that is going to inevitably just lead to wanting to replace a hundred racks of the extant commodity stack with, you know, sixty racks of Oxide that provide much better density, smaller footprint in the data center, and again, software-driven in the way that these folks are looking for.Jason: And in that answer, you alluded to a lot of the specialization and features that you guys can offer. I've always loved Alan Kay's quote, “People who are really serious about software make their own hardware.”Steve: Yeah.Jason: Obviously, you've got some things in here that only Oxide Computer can do. What are some of those features that traditional vendors can't even touch or deliver that you'll be able to, given your hardware-software integration?Steve: Maybe not the most exciting example, but I think one that is extremely important to a lot of the large enterprise company that we're working with, and that is at a station, being able to attest to the software that is running on your hardware. And why is that important? Well, as we've talked about, you've got a lot of different vendors that are participating in that system that you're deploying in your data center. And today, a lot of that software is proprietary and opaque and it is very difficult to know what versions of things you are running, or what was qualified inside that package that was delivered in the firmware. We were talking to a large financial institution, and they said their teams are spending two weeks a month just doing, kind of a proof of trust in their infrastructure that their customer's data is running on, and how cumbersome and hard it is because of how murky and opaque those lower-level system software world is.What do the hyperscalers do? They have incorporated hardware Root of Trust, which ensures from that first boot instruction, from that first instruction on the microprocessor, that you have a trusted and verifiable path, from the system booting all the way up through the control plane software to, say, a provisioned VM. And so what this does is it allows the rest of the market access to a bunch of security innovation that has gone on where these hyperscalers would never run without this. Again, having the hardware Root of Trust anchored at a station process, the way to attest all that software running is going to be really, really impactful for more than just security-conscious customers, but certainly, those that are investing more in that are really, really excited. If you move upstack a little bit, when you co-design the hardware with the control plane, both the server and the switch hardware with the control plane, it opens up a whole bunch of opportunity to improve performance, improve availability because you now have systems that are designed to work together very, very well.You can now see from the networking of a system through to the resources that are being allocated on a particular machine, and when things are slow, when things are broken, you are able to identify and drive those fixes, in some cases that you could not do before, in much, much, much faster time, which allows you to start driving infrastructure that looks a lot more like the five nines environment that we expect out of the public cloud.Jason: A lot of what you just mentioned, actually, once again, ties back to that analogy to the iPhone, and having that kind of secure enclave that powers Touch ID and Face ID—Steve: Yep.Jason: —kind of a server equivalent, and once again, optimization around particular workflows, the iPhone knows exactly how many photos every [laugh] iOS user takes, and therefore they have a custom chip dedicated specifically to processing images. I think that tight coupling, just relating it back to that iOS and iPhone integration, is really exciting.Steve: Well, and the feedback loop is so important because, you know, like iPhone, we're going to be able to understand where there are rough edges and where things are—where improvements can even can continue to be made. And because this is software-driven hardware, you get an opportunity to continuously improve that artifact over time. It now stops looking like the old, your car loses 30% of the value when you drive it off the lot. Because there's so much intelligent software baked into the hardware, and there's an opportunity to update and add features, and take the learnings from that hardware-software interaction and feed that back into an improving product over time, you can start to see the actual hardware itself have a much longer useful life. And that's one of the things we're really excited about is that we don't think servers should be commodities that the vendors are trying to push you to replace every 36 months.One of the things that is important to keep in mind is as Moore's laws is starting to slow or starting to hit some of the limitations, you won't have CPU density and some of these things, driving the need to replace hardware as quickly. So, with software that helps you drive better utilization and create a better-combined product in that rack-level system, we think we're going to see customers that can start getting five, six, seven years of useful life out of the product, not the typical two, or three, or maybe four that customers are seeing today in the commodity systems.Will: Steve, that's one of the challenges for Oxide is that you're taking on excellence in a bunch of interdisciplinary sciences here, between the hardware, the software, the firmware, the security; this is a monster engineering undertaking. One of the things that I've seen as an investor is how dedicated you have got to be to hiring, to build basically the Avengers team here to go after such a big mission. Maybe you could touch on just how you've thought about architecting a team here. And it's certainly very different than what the legacy providers from an on-prem ecosystem perspective have taken on.Steve: I think one of the things that has been so important is before we even set out on what we were going to build, the three of us spent time and focused on what kind of company we wanted to build, what kind of company that we wanted to work at for the next long chunk of our careers. And it's certainly drawing on experiences that we had in the past. Plenty of positives, but also making sure to keep in mind the negatives and some of the patterns we did not want to repeat in where we were working next. And so we spent a lot of time just first getting the principles and the values of the company down, which was pretty easy because the three of us shared these values. And thinking about all the headwinds, just all the foot faults that hurt startups and even big companies, all the time, whether it be the subjectivity and obscurity of compensation or how folks in some of these large tech companies doing performance management and things, and just thinking about how we could start from a point of building a company that people really want to work for and work with.And I think then layering on top of that, setting out on a mission to go build the next great computer company and build computers for the cloud era, for the cloud generation, that is, as you say, it's a big swing. And it's ambitious, and exhilarating and terrifying, and I think with that foundation of focusing first on the fundamentals of the business regardless of what the business is, and then layering on top of it the mission that we are taking on, that has been appealing, that's been exciting for folks. And it has given us the great opportunity of having terrific technologists from all over the world that have come inbound and have wanted to be a part of this. And we, kind of, will joke internally that we've got eight or nine startups instead of a startup because we're building hardware, and we're taking on developing open-source firmware, and a control plane, and a switch, and hardware Root of Trust, and in all of these elements. And just finding folks that are excited about the mission, that share our values, and that are great technologists, but also have the versatility to work up and down the stack has been really, really key.So far, so great. We've been very fortunate to build a terrific, terrific team. Shameless plug: we are definitely still hiring all over the company. So, from hardware engineering, software engineering, operations, support, sales, we're continuing to add to the team, and that is definitely what is going to make this company great.Will: Maybe just kind of a wrap-up question here. One of the things Jason and I always like to ask folks is, if you succeed over the next five years, how have you changed the market that you're operating in, and what does the company look like in five years? And I want you to know as an investor, I'm holding you to this. Um, so—Steve: Yeah, get your pen ready. Yeah.Will: Yeah, yeah. [laugh].Steve: Definitely. Expect to hear about that in the next board meeting. When we get this product in the market and five years from now, as that has expanded and we've done our jobs, then I think one of the most important things is we will see an incredible amount of time given back to these companies, time that is wasted today having to stitch together a fractured ecosystem of products that were not designed to work together, were not designed with each other in mind. And in some cases, this can be 20, 30, 40% of an organization's time. That is something you can't get back.You know, you can get more money, you can—there's a lot that folks can control, but that loss of time, that inefficiency in DIY your own cloud infrastructure on-premises, will be a big boon. Because that means now you've got the ability for these companies to capitalize on digitalizing their businesses, and just the velocity of their ability to go improve their own products, that just will have a flywheel effect. So, that great simplification where you don't even consider having to go through and do these low-level updates, and having to debug and deal with performance issues that are impossible to sort out, this—aggregation just goes away. This system comes complete and you wouldn't think anything else, just like an iPhone. I think the other thing that I would hope to see is that we have made a huge dent in the efficiency of computing systems on-premises, that the amount of power required to power your applications today has fallen by a significant amount because of the ability to instrument the system, from a hardware and software perspective, to understand where power is being used, where it is being wasted.And I think that can have some big implications, both to just economics, to the climate, to a number of things, by building and people using smarter systems that are more efficient. I think generally just making it commonplace that you have a programmable infrastructure that is great for developers everywhere, that is no longer restricted to a rental-only model. Is that enough for five years?Will: Yeah, I think I think democratizing access to hyperscale infrastructure for everybody else sounds about right.Steve: All right. I'm glad you wrote that down.Jason: Well, once again, Steve, thanks for coming on. Really exciting, I think, in this conversation, talking about the server market as being a fairly dynamic market still, that has a great growth path, and we're really excited to see Oxide Computer succeed, so thanks for coming on and sharing your story with us.Steve: Yeah, thank you both. It was a lot of fun.Will: Thank you for listening to Perfectly Boring. You can keep up the latest on the podcast at perfectlyboring.com, and follow us on Apple, Spotify, or wherever you listen to podcasts. We'll see you next time.

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Richa Sigdel: The chains of habit are too light to be felt until they are too heavy to be broken. I'm Richa Sigdel and I am a Tri-City Influencer. Paul Casey: One definition of multitasking is messing up two things at once. I love that definition. Speaker 3: Raising the water level of leadership in the Tri-Cities of Eastern Washington, it's Tri-City Influencer Podcast. Welcome to the TCI podcast, where local leadership and self-leadership expert talk Paul Casey interviews local CEOs, entrepreneurs and nonprofit executives to hear how they lead themselves and their teams so we can all benefit from their wisdom and... Here's your host, Paul Casey of Growing Forward Services, coaching and equipping individuals and teams to spark breakthrough success. Paul Casey: Thanks for joining me for today's episode with Will Wang. He is the president of HFG and it's a financial company that I've been using for many years. My financial planner is Bob Lagonegro. Hi, Bob. Paul Casey: Hey, so I asked Will what is a funny story that he could share and I usually like to retell it, but it's so funny that I think he should tell it. Will, tell us the story. Will Wang: Yeah, thanks for having me, Paul. The story I shared and I think it's kind of quirky because I don't think anyone else in the world typically does this is that I keep all my suit jackets in my office. And I have all my ties laid out and they sit on a cupboard that pretty much opens up and everybody can see it. I wear the same pair of pants and white shirt every morning. It makes it easy to pick what to wear and I just switch out a blazer when I get into work. Well, what's kind of happened over time is people have started raiding my wardrobe at work and I see some of my coworkers wearing my ties and my jackets, and so it's become a communal wardrobe at this point in time. But I would say that's probably the weirdest thing about me is I share clothes with my coworkers. Paul Casey: That's an awesome story. Well, we'll dive into this interview after checking in with our Tri-City Influencer sponsors. Paul Casey: The C12 Group is a national organization focused on spiritual and professional development of Christian CEOs and business owners. Members participate in professionally facilitated monthly meetings during which 12 experienced Christian CEOs exchange ideas to solve business issues biblically. Additionally, members receive a 90-minute personal coaching session each month. Information is available from Tom Walther at (715) 459-9611 or online at c12easternwa.com. Paul Casey: Thank you for your supportive leadership development in the Tri-cities. Well, welcome, Will, we're trying to think about when I was privileged to meet you and it was maybe seven or eight years ago, I was doing an event. It was called The Edge, and Preston House and I were doing that. We combined pizza with professional development and the topic of the day was sales and marketing. And you were there, I think your wife might've been there too because- Will Wang: Yep, she was. Paul Casey: ... It was with Mustang Signs. And so it's been great to watch you over the years as you have become a Tri-City Influencer. Will Wang: Yeah. Well, getting there, getting there. I think it's impressive to see how you've grown, Paul, during that time. Because I think when we first saw you, that was when you first started the speaking circuit. Paul Casey: It's true. Will Wang: And look how far you've come. Paul Casey: It's true. I had a day job and I had the dream job, developing off to side. Will Wang: Yeah, that's right. Paul Casey: And then 2015 is when I launched full-time. Will Wang: Yes. Paul Casey: Yes. Thank you. So that our Tri-City Influencers can get to know you, take us through your past positions that led up to what you're doing now. Will Wang: Yeah, it's kind of funny because I don't think most people that reach a pinnacle in their career and become an influencer typically go into it thinking that that's what they'll end up doing. I had a relatively modest background. I mean, I graduated in a corporate finance degree. Thought I'd work for a big firm in a big city and, and just be one of the cogs in the wheel. And I was fortunate enough to meet a mentor here in the Tri-Cities by the name of Ty Haberling that really took me under his wing and gave me an opportunity to see what it would be like to work in a smaller firm and to wear more hats than just one. Will Wang: And so as I kind of came through the ranks, I started off as an associate financial planner. And then after I acquired my certified financial planner designation, became a full-time advisor. But I did feel like there was always this itch of doing something more or different than just being an advisor with one client at a time. I came to realize that what I really enjoyed was entrepreneurial, team building and working with others. And so frankly, watching others succeed was a little bit more rewarding than finding success for myself. And so those were, I guess, the leading paths that that led to being president of the Wolf Management Company. Will Wang: One of the big passions I had growing up was coaching. And so I coach high school basketball right now. And being a financial advisor was coaching, but it was coaching people at an individual, one-on-one level. Running a business was like coaching as a team level. You have team goals. And so I think that probably had a bigger influence on my ability to do what I'm doing today and also the desire to do what I'm doing. Paul Casey: I love that Ty saw something in you and took you under his wing. That story has been replayed many times on this podcast where there was that mentor that just saw something. I mean, I could think of the mentor in my own life when I was a fifth grade teacher. That's what I started out as, and my principal said, "Paul, I want you to be my vice principal." And I just went, "No way." Will Wang: And that changed your life. Paul Casey: It did because I thought, it's these 24 students, which of course was extremely powerful. But if I could have influence over 525 kids- Will Wang: Oh, absolutely. Paul Casey: And that sounds like that was the same journey you are on. You said you wanted something more. And so what else did you get from coaching that you bring right over to being the leader of a business? Will Wang: Yeah, I think when it comes to coaching, and keep in mind, I coach 16, 17-year-old children, so I still call them children because I don't think they behave like anything other than- Paul Casey: Brains haven't fully developed yet. Will Wang: And I coach boys so you know that's the case. I think it's three really important strengths, and I don't know if there are strengths that were developed over time or if there are ones that came naturally, so I haven't identified that yet. But I think one, it's the ability to not dwell on problems. And so being very solution-driven. When you're in a basketball game, you get a split second and a time out to go and make a call, and you have to make it. You don't have time to dwell on what could be or couldn't be. It forces you to make decisions quickly. I think the ability to be solution-driven I guess helps people move on and live in positivity than negativity. Paul Casey: Oh, that's so good. Will Wang: The second one would be clear instructions. It's really difficult to tell 16-year-old kids how to do things if you're not clear. And so it was very straightforward instructions to say I need you to be there, at this time and I want you to do this; and I don't tell him to do anything else. Will Wang: And so that helps in many ways because what I see a lot of businesses struggle with, with leadership, it's they know in their mind what they want, but they don't communicate it well to their team. And then their team find it very frustrating because they'd given it everything they can, but they still can't figure it out. And so that disconnect, I think, often leads to problems for businesses. I think that's been helpful for me in my role. Will Wang: And then the last one would be just the ability to know strengths and weaknesses of each person or at least attempt to find that, and then you put people in the best position to be successful. And so those three things I think are things that have really bode well for me. I don't think I've mastered them, but they're ones that I think suit that job well. Paul Casey: Yeah, so Tri-City influencers, we'll just share it being solution-focused, being forward-focused, not languishing in the past. Now we're going to call this timeout. The past is the past, let's move forward. Then giving those clear instructions, being articulate, casting vision so that everybody picks up what your laying down. Those are really excellent. Will Wang: So important. Paul Casey: And then finding the sweet spot for everybody and trying to put them in that sweet spot for as much of their day as possible. That's good stuff. Speaking of that at work, what's your sweet spot? What are your talents? What are your strengths? How do you use those in your president role to keep those around you successful? Will Wang: Yeah. I think what I'm starting to notice, I've been doing this role for about a handful of years... In the past, it used to be focused on, What do I need to do to get the day done and what do I need to do to be successful? The shift has really been away from What do I need to do, to What does the team need to do to reach their goals? Will Wang: And so I've tried to be really simple, simplistic in my approach. I just have, at least with my senior management team, a very simple spreadsheet that tracks all of our major projects, and then we prioritize them. And we review them every month to say, Are we making leeway on these projects? Are we progressing? And all of them have due dates. I guess if anything I've changed, it's trying not to chomp off everything at one time, but just being really basic and simplistic. Will Wang: And I think the team has appreciated that because it clarifies to them what their priorities are. And most people struggle with that because there are so many things for them to do. And so that was one strength I think that has really translated in this role every day. That happens once a month, and outside of that I try to focus on the projects that I'm responsible for so that when we have those meetings I have something of value to add to the table. I'm leading by example, and those are the things that I think are important each day for a leader. Paul Casey: Those are so good because that will work for everybody. If you're a solo entrepreneur by yourself at home, or a president of a company or you're a middle manager and you've got a department in charge of, is to figure out what those major projects are, prioritize them, which is hard because it looks overwhelming when you look at everything at once, put the due dates beside them, put the people's names beside them because- Will Wang: Oh, absolutely. Who they're assigned too, yeah. Paul Casey: If everybody's in charge, nobody's in charge, right? Will Wang: You nailed it. Paul Casey: And then have that monthly check in to say, "Well, how are we tracking on this?" And then you as the leader trying to model the way by saying, "I've got to take care of my stuff." Will Wang: Yeah. And it doesn't matter if you're in a finance business or you're in construction or signs or you're in the medical field, I think all of us have projects that are either working on the business or in the business, and they need to get done, and I think prioritizing those are a big deal. Most of us don't really even get around to the projects that are working on the business. Paul Casey: Yeah. Will Wang: And that's unfortunate. Paul Casey: And you mentioned in the business and on the business, just for our listeners that may not be familiar with that terminology, what does that mean to you? Will Wang: Yeah, so working on the business to me would be things that grow the business forward. Things that allow you as either executive management or an owner to remove responsibilities off your plate. At the end of the day, you look at what you're trying to accomplish, and these big picture things help you get closer to those goals. Will Wang: In the business, it's things to keep the building open and keep, keep the doors open, keep the lights on, pay rent. That means taking care of your customers. If you own a sign company, it's making signs. That would be working in the business. If you're in sales, making sales. That would be in the business. Will Wang: But working on the business would be maybe working on the systems and processes to make your team more efficient in the sales. Very different problems. Some are a little easier to do. Others require a little bit more strategic planning, brainstorming and things like that. Paul Casey: Where do you see a lot of business leaders... Which one do they forsake quicker? Which one do they not give enough attention, from what your observation is? In or on? Will Wang: Yeah. Well, and I can speak from experience because we own a couple of businesses and I think we've made these mistakes. But when you first are involved in a business, I mean, you'll look at a carpenter for example. They become a great carpenter and their client base grows. They start hiring new people. Well, they didn't change their skill set. Their skill set was to build. And so naturally that's where they go to when they're unsure of what to do. Paul Casey: The technician role. Will Wang: The technician role. And so I would say people typically forsake the on the business side because that's not what you started in the business to do. Now, publicly traded companies can get away with it. They go out of their way to find a professional executive manager. Small businesses, you can't do that. You can't pay rent, you can't pay utilities if someone's there telling everyone else what to do, but you have no one to tell that to. I think that's the biggest pitfall. And the ones that are successful can shift from technician to management or on the business, as you say, over time. Paul Casey: That's good stuff. Will Wang: So hard to do though. Paul Casey: It is. Will Wang: So hard. Paul Casey: On the flip side, what are one of your biggest liabilities? How do you mitigate that weakness so it doesn't limit your influence? Will Wang: If you ask my team, they'd say there's a lot. I probably couldn't narrow- Paul Casey: You get to pick one. Will Wang: I get to pick one. We'll focus on one. I would say, I mean, what's become evident to me, the biggest weakness is just the lack of patience, and the reason I highlight that one is because it does trickle down to a lot of other weaknesses that might come about but lack of patience. And so that often means letting investments come to fruition. That could be a downside to being lack of patience. Will Wang: Being a good listener. When you're not patient, you tend to listen to respond, but only- Paul Casey: Yeah, about 15 words and then you're done. Will Wang: You're done. The minds gone. I'm already thinking about ways I can tell them why they're wrong, and that has not bode well in this role. And so I think lack of patience definitely has been the biggest learning experience for me. Paul Casey: Yes, we can all work on our listening. Somebody said the best ratio is 80% listening, 20% talking. If you're flipped on that, it may be a good thing to work on for today. Will Wang: That would be being kind to me right now if you said the flip on that. But sure, yeah, I would agree. Paul Casey: Well, in your opinion, Will, what's the most difficult part of team or business leadership? Will Wang: Well, certainly, I think there are numerous. But if I had to pick one, and I think similar to the patience thing, it trickles from this is the ability to forget your own agenda and your self-interest. I think when they talk about being in these positions... And I can't remember who said it right now. I'm trying to remember whether it was Charlie Munger, and most people don't know who Charlie is. Paul Casey: I've heard of that name. Will Wang: Charlie- Paul Casey: John Maxwell talks about him. Will Wang: Yeah, John Maxwell talks about him. That's Warren Buffet's right-hand man, and they've been part of Berkshire Hathaway for at least three or four decades. He talks about leadership as a position of service. And that if you're not willing to give up that position because you're not the right fit for it, then you're really not fit to hold that post. Will Wang: And so I think forgetting yourself is the hardest thing because it's human nature to look out for self-interest. I mean, we're survivalist. I mean, you think about why all of these animals and species have been extinct and human beings have survived because we're survivalist by nature. And to tell someone, listen, you're going to have to put your own interest aside for others, it's very difficult. And so that's what I think is the most difficult part. Will Wang: Now, if you do that well, everything else takes care of itself because you'll make decisions in other's people's best interest. People want to follow you. You will be scalable, you'll be efficient. And so those things are, I think, all trickled down from being selfless. Paul Casey: And that's good because it is moving from that technician to the leadership mentality and there is a big difference. I heard it said that, "Are people are there to get the work done or is it work is there to get the people done?" I can't remember who quoted that, but a leader thinks that second line, Work is there to get the people done. It's people development, facilitating their growth, removing obstacles that are in their path so that they can get their stuff done. Paul Casey: I also love the quote, "Your people don't care how much you know until they know how much you care." How do you show your people at HFG, both your team and the clients there, that you value them as people? Will Wang: Yeah, and that's a really tough question just from the standpoint that I think different people feel valued by different languages or different things. I'm sure people have read The Five Love Languages and everybody receives them a little differently. But I'll maybe give something to the audience that I think has allowed us to have one-on-one connection. And that's what we call... We've instituted over the last couple of years, an employee development meeting. And that meeting is once a month or once a quarter. However way you want to do it. You probably don't want to go a year because that's a long time. Will Wang: But that meeting is set aside to let the employee tell you what they think you could do to help them. It's not a performance feedback mechanism. And so this EDM or employee development meeting, you give them a chance to talk, you give them a chance to tell them what they enjoy about their job, what they wish the company could do better. And I think that's the beginning phase of listening, which always makes people feel valued. Will Wang: The second one, I think, and this one is a little bit more difficult because, one, it could be systemized. This one's a little bit harder. The ability to be able to read people and understand that they want one-on-one time and they want something, they need something from you or they want to be thought of. And so we'll have employees that they might have had a tough week, and so you'll leave them something small on their desk that says, "Hey, thinking of you. Appreciate what you did last week. Here's a $10 coffee gift card." Those small things are, I think it's more to do with less than $10 that you gave them, but the fact that you thought about them and you recognized them. Paul Casey: That's right. That's right. Will Wang: That one's hard though because it requires you to be really observant, and most of us are not. We're so focused on ourselves. And if you're selfless enough to recognize how important your team is, I think those opportunities will become more evident to you as you go. Paul Casey: That's so good. You brought the up book, The Five Love Languages, which is a classic, and I think it was written in the late 90s, but it's still relevant today. And then the author Chapman, he came up for the business version of that, since you can't do physical touch in the work place where there will be a little HR violation. Will Wang: That's right. Paul Casey: But he came up a book called The Five Languages of Appreciation at Work, which would be another book to recommend. Because sometimes, yeah, like you said, people need that face time. Other people, they don't... Like "Boss, just stay in your office. But once in a while, give me that thoughtful gift or that word of appreciation, that kudos email. That's all I need from you to say that I'm doing a good job." Paul Casey: But I love that employee development, meaning that EDM, which is sort of that check-in to make people feel heard. And also it could actually be used to cast vision, again. Will Wang: Yes, absolutely. Paul Casey: And to re-up their passion at work. Will Wang: And one thing we notice that doesn't add too much value is, obviously, financial, monetary bonuses. I mean, every company thinks... Parents do it with their children. I don't spend enough time with them so I'm going to throw gifts at them. I'm going to throw money at them. And those are all momentary. I mean, we've seen those. Those make someone happy for a month and then after that they long for some other connection. And so, obviously, businesses give bonuses when they do well, but we've had to deep seek for more of an emotional connection than just an annual bonus. Paul Casey: That's so good, so good. Will Wang: Yeah. Paul Casey: Well before we head into our next question on some life hacks that Will uses to be successful, a shout out to our sponsors. Paul Casey: If you could trade one day each month for targeted application of biblical business practices, purposeful accountability and godly pure counsel, would you consider it a wise investment? The C12 Group is a national organization focused on spiritual and professional development of Christian CEOs and business owners. Members participate in professionally facilitated monthly meetings where 12 experienced Christian CEOs exchange ideas to solve business issues biblically. Information is available from Tom Walther at (715) 459-9611 or online at c12easternwa.com. Paul Casey: Will, what are a few of your life hacks that help you to be successful on a daily basis? Will Wang: Yeah. I was trying to think about this and I saw a YouTube video of all these hacks and I'm like, "Wow, they're so intelligent. How do they take that paperclip and turn it into this juicer or something." Paul Casey: MacGyver. Will Wang: Sadly, I don't have anything that miraculous, but I did feel like one of the reasons that I've been successful in this position is that I treat my home life the same way I treat my professional schedule. And what I mean by that is at the beginning of every day, regardless if it's Monday or Saturday, I have it planned out from the minute I wake up to the minute I'm in bed, and they're all slotted. And because I'm very focused on not wasting time, there are almost something scheduled by the hour, even on a weekend. I don't know if that's a hack, but it's a mindset I think I've had to allow me to be productive, not just Monday through Friday but Saturday through Sunday. Will Wang: And sometimes those productivity has nothing to do with work. It's productive with the kids- Paul Casey: Rest. Will Wang: With rest. I might say, eight to ten is coffee, breakfast and, and reading time. And then 10 to 12, I'm going to the gym; and then 12 to two, that's kid time. I'm not scheduling every minute with kids, but that time is set aside for the kids. And so that allows me to structure the day so I get all those things done. Try not to look back at the end of the day and say, "Wow, I only accomplished one of the six things I wanted to do." Paul Casey: Boy, you're a man after my own heart. That's focused blocks of time. One author calls it FBOTS, focused blocks of time. Will Wang: That's a good way to put it. Paul Casey: That's how I live my life, too, with these blocks. I've been appearing on some national podcasts and talking time management with a lot of them. And I've gotten a question a couple of times now like, "Wow, that seems a little oppressive having so many time blocks." But I like how you said the block is there to put your priority in. I've got date night with my wife. Or I went out to Target with my daughter last night because she's a teenager and so that's a cool date with a teenage girl. But it's unstructured within the block, so it still feels like this isn't a checkoff on your list. Will Wang: No, absolutely not. I think it's not a checkoff. In fact, it's the opposite. It's that it's so important and it deserves a time on your calendar. You should not miss it. And for those out there that are married, date night with your wife is one of those. Paul Casey: When's your next one, Tri-City Influencers? That's right. Paul Casey: Well, decision making and leadership is huge too, so what process do you use to think through a decision before making it, just generically? Will Wang: Yeah, I think we always... I mean, and this has been something that I think has been learned over time just from wasting so much time on things that maybe didn't have a significant impact, but it's always coming back to your goals. What are you trying to accomplish? Any decision we make, and I try to do it even with personal life, it's a little harder sometimes, is we look back at all these projects and priorities and we say, "Okay, we've talked about this subject for quite some time. What are we trying to accomplish?" And it's almost like every single time someone asks that question in the meeting room, it just becomes so obvious. And so these problem-solving things, it's just reminding yourself, why did we get into this discussion in the first place? And when you focus on that goal, I think a lot of the solutions or options weed themselves out. Paul Casey: Yeah. It's like the big why. We got to get back to the why. Will Wang: Yeah, the why. Paul Casey: I used to be on a staff with a guy, who when he would start the meeting he always goes, "So what's the purpose of this meeting?" He would say that every single time. We started rolling our eyes after a while because we knew the question was coming. But it was so good because it made us do, what you said, what are we trying to accomplish? Will Wang: It centers everybody. Paul Casey: Yeah. Instead of a languishing again. And we've all been in those meetings that it's just a spiral. They just keep saying the same thing over. Nobody's changing anybody's mind. Will Wang: No. Paul Casey: But this brings you back to center, and then it becomes obvious. Will Wang: And I think it ties very closely and I think it's become more important as the business has gotten bigger. Paul Casey: I bet. Will Wang: When we were running Mustang Signs and we had a sign shop, and it was me and my wife and my mother-in-law, it was no problem. I mean, there were no goals and objective because the only one person made the decision. No problem. Will Wang: As your business grows, and at HFG today we've got about 24. At Community First Bank, we're at 110. It takes a lot of collaboration and buy-in. The goal allows people to buy in. And so the alternative to that is you don't listen to your people, and I don't think anyone wants to do that. As your company grows, I think that's been a really useful tool. Paul Casey: Yep. Who influences you, Will? Who do you surround yourself with to keep growing yourself, whether those are live people or people from afar, maybe through podcasts or books or other mentors? Will Wang: Yeah. Well, on the book thing, I haven't been a big reader. I know you are, and that's funny. Every time I name a book, you're like, "I remember that one." And I'm sure if we reversed roles, I would say, "Wow, we've already maxed out my list." But I'm trying to be, and so I'm starting to listen to audible and I'm getting these books online, and I can just listen to them on a drive and things like that. I'm trying to be a better reader. Will Wang: But my biggest influences, I think, are names that a lot of people know. I think Warren Buffet has been a huge influence on me primarily because of my industry, obviously. But his mindset, him and Charlie both, I think they both deserve credit on business as a whole. How do you value a business? How to invest? How do you value people, employees and develop? I really do value the two of them. And they both in their 90s. It's amazing that they're still as fresh as they are. Those two have been big influences. Will Wang: I think Simon Sinek has been a huge benefit for me. I've only, relatively new, come across him, but he's three books have been phenomenal. The most recent one, The Infinite Game, for business owners, I'm sure you've read it, is phenomenal. His first book was What's Your Why. Paul Casey: It Starts with Why. Yes. Will Wang: It Starts with Why. Paul Casey: It's a classic now. Will Wang: That was one of the big aha moments for me was when I read that book, and then now The Infinite Game has been a big one. Those two from afar, I think have been quiet mentors or heroes. Will Wang: And then my wife, and I would say my mentor Ty Haberling, those are the two I would say are the closest primarily because I see them operate every day. They don't take shortcuts, they work their tail off, they put other people first and they have a vision. And I think those are the things that I think all leaders have. I think those are the ones that probably impact me the most. Will Wang: And there are so many out there. Yourself, watching you grow as you've come along. You mentioned Preston House, who was a big part of Papa John's, what he's done and grown. There's a lot of them, but those are my favorite ones for sure. Paul Casey: Yeah, it's really critical, Tri-City Influencers, to have that personal board of directors, whoever that is. Some can be afar, some could be close. I invited a new person on my personal board. I just did it very informally. I said, "Hey, every time we get together you give me great ideas and give me great feedback. I've actually implemented some of them and they're working. I would like an hour of your time every month." Paul Casey: And he said, "Hey, if you'll do the same for me, it's a deal." And so I just got this joy in my heart yesterday to think that I'm going to get to spend 12 hours with this guy this year and he's going to help my business grow. Will Wang: I think going on this subject, I think all successful people need to have two types of people in their life. And one, I think they need a coach. You've got somebody that you reach out to that you said, "Hey listen, I want you to be honest with me on how I can be better." That's one of them. And I think that's really critical. Anyone that's out there that says, "Hey look, I don't want to pay for a coach." It's totally worth your while. Go do it. They're going to change your life. Will Wang: The second one is, I think they need someone in their life that's a business partner, that isn't afraid to tell it to them straight. And for me, I've got a business partner, his name's Drew Westermeyer. He's got all the opposite skillsets I have. He's my Charlie to Warren. Paul Casey: That's cool. Will Wang: I'm not Warren Buffet. I'm not saying I'm Warren. But those two have been tied together for many years, and I intend on Drew being with me for many years. And he tells me all the time, "You're not doing that right." And I respect him enough sometimes to listen the fourth time he says it. But you need someone there- Paul Casey: You do. Will Wang: ... that isn't afraid to tell you, "You're wrong," when you're being wrong. And I think those are the two people you should have. Paul Casey: Mm-hmm (affirmative). Will, when you've lived your life and you think back on your influence, how do you want to be remembered? Will Wang: Yeah, I think we're talking about legacies here, aren't we? Paul Casey: Yes sir. Will Wang: Wow, that's pretty deep. And my wife will say, "Will, loves talking about legacies." But I haven't thought about mine. I've always known I've wanted it, and we do a lot of legacy planning with a lot of business owners. You've probably put an estate plan together. And one of the things we sit down and we ask people is, "What do you want to be remembered for because this is going to be part of it?" Will Wang: And so I think for one, I think it's being selfless. I do a lot of hirings and firings today in the business and in the position I'm in, nothing puts me off more than someone that obviously has selfish tendencies. And it doesn't matter how talented you are, if you have those tendencies, and all of us have some, but if those override your willingness to share and to be with others, you shouldn't work with us. I mean, you're not going to fit with us. Will Wang: And so that would be one, is people looked at me and said, "Look, he was the ultimate, selfless leader," at least to humanly possible. And not to get religious here, but obviously the biggest example I think was our Savior. I mean, he's the best example. Whether you're Christian or not, that story of what Christ represents, that's the pinnacle of selflessness. And I think that's what I would want people to think I represented as best I could. Will Wang: And then the second one would be, "He worked hard." I mean, "He wasn't the most talented. He wasn't the tallest... " I play basketball. I'm five foot three, so you got to have a little grit in you. That they said, "He might not have been the best, but he worked hard. He built something from the ground up and he was willing to sweat it out." Those are the two I'd say, if I could be remembered for anything, those would be it. Paul Casey: All right. Well, start etching that tombstone right now. Will Wang: I'm a long ways away from that. I think anyone that knows me would say I'm far, far away. Paul Casey: Well, finally, Will, what advice would you give to new leaders or anyone who wants to keep growing and gaining more influence? Will Wang: Yeah. Wow, that's a really good question. My only advice, I think, would be remember what got you to that position and to always remember who you are and your roots. As you grow in life and you're thrown more money, thrown more responsibilities, you get titles, people shower you with praise, that it's easy for that to get to your head. And I think the most important thing is to be grounded. Because the minute you're not, I think people stop following you. I mean, they stop following you on a journey. They start, I guess, following you because you've given them a paycheck and I don't think that's the right way to lead or run a business. I would say remember what got you there. Will Wang: And then I would remember that everything takes time. And I think leadership, you expect results right away all the time. And I think that people are impatient. I mean, most leaders are impatient. That's how they got to leadership is they drove so hard. But you got to remember that sometimes, what is working today may not have been planted that year. It may have been planted three or four years ago. Paul Casey: Yeah, the seed was back there. Will Wang: Yeah. Warren Buffet talked about of someone's sitting in the shade today because someone planted seeds five years ago or 10 years ago, and I think that's so true. And so remember that so that you're not judging your success or your business success by a profit and loss statement, by how profitable you are. Because you might've been profitable this year, but it was work you did three years ago. You did nothing this year to further that cause. Likewise, you could have added down year, but you did so many great projects that are going to pay off in the future. I would say that's my advice is remember that everything takes time, and not everything that sits on a profit and loss statement is that what it seems? Paul Casey: Well, Will, how can our listeners best connect with you? Will Wang: Yeah. If they want to get in touch with me, they can reach out to me via email, will@hfgtrust.com if they ever need anything. I'm active with the Chamber and with HBA and those kinds of things, and so I'm aware of those things that are going on. I coach 16, 17-year-old kids. If there's anyone out there that has entrepreneurial dreams or would like to learn more about what it's like to lead a business, I'm all ears. Paul Casey: Thanks, Will. Appreciate all do to make the Tri-Cities a great place, and keep leading well. Will Wang: Thanks for having me, Paul. Paul Casey: Let me wrap up our podcast today with one of my leadership resources to recommend, and that's, I've started a group called Leader Launcher here in the Tri-Cities. It is for young professionals and emerging leaders to get leadership development skills. There is rapid, retiring of baby boomers and millennials coming in behind and there's just not enough spots, the research says, of trained, young professionals coming into the workplace to take all of those leadership positions. Paul Casey: I have created this program called Leader Launcher. You get one monthly leadership development seminar for a couple of hours on a leadership development skill; and then there's a mastermind group in between where you can process what you've learned, make an action plan, and go back to work and put that into place. If you'd like to either put forward an employee for that or you'd like to join yourself, go to leader-launcher.com. Paul Casey: Again, this is Paul Casey and I want to thank my guest Will from HFG for being here today on the Tri-Cities Influencer Podcast, and we also want to thank our TCI sponsors and invite you to support them. We appreciate you both making this possible so that we can collaborate to help inspire leaders in our community. Paul Casey: Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence and it is a quote from Jack Welch. He said, "Good business leaders create a vision, articulate the vision, passionately own the vision and relentless drive it to completion." Until next time, KGF, keep growing forward. Speaker 3: Thank you to our listeners for tuning in to today's show. Paul Casey is on a mission to add value to leaders by providing practical tools and strategies that reduce stress in their lives and on their teams, so that they can enjoy life and leadership and experience their key desired results. Speaker 3: If you'd like more help from Paul in your leadership development, connect with him at growingforward@paulcasey.org for a consultation that can help you move past your current challenges and create a strategy for growing your life or your team forward. Speaker 3: Paul would also like to help you restore sanity to your crazy schedule and get your priorities done every day by offering you is free Control My Calendar checklist. Go to www.takebackmycalendar.com for that productivity tool or open a text message to 72000 and type the word GROWING. Paul Casey: The Tri-Cities Influencer Podcast was recorded at Fuse SPC by Bill Wagner of Safe Strategies.  

In this episode, David & Carolyn are just a little drunker than usual, thanks to Pinnacle and Blue Ice vodkas on the rocks! They talk about season 3, episode 13, Crazy in Love. Who’s the bigger liar, Grace or Will? Who’s the worst client, Jack or Karen? Why won’t Matt & Will kiss? All these questions and more are talked about and definitely not answered on this episode!Thank you to all of our Patrons so far, especially Patrick & Emily J. and Natalie G.! Please visit Patreon to become a supporter of Will & Grace & Vodka and get some cool merch!Follow our fabulous Spotify Playlist, featuring every song sung or played on Will & Grace.Follow us on Twitter, Instagram, & Facebook!Click here to give us a rating and a review! We'll love you forever for it, and maybe shout you out on the podcast!Theme Song by the magnificent PJ Hanke. And a huge thanks to Executive Producer, Sasha Gerritson!

O primeiro episódio de Cultura Cast, onde discutimos sobre a Esperança, o que nos faz mover, e o porque de um filme mexer tanto com nossos sentimentos. Contamos com a participação de Cleyton Muniz e Willian de Souza do podcast Will Who Cast. Então Sejam todos bem vindos ao Cultura Cast Para Saber mais sobre o Will Who visite https://www.willwho.com.br e acompanhe todos os epsódios lá Siga o CulturacastInstagram TwitterFacebookTelegram #culturacast #avidaebela #willwhocast

005 Neil shares his story   In this episode of Mindset with Neil & Will Neil shares his 20 year long journey including some dark moments that have lead him to the light.   Find out:    Who gets emotional Why Neil is pouting to Will Who introduced him to Open Eyed Meditation 

In episode #98 we talk Air Gravers, Massive slabs, Teaching hand tools, how do we learn new skills, who are our favorate current Furniture makers, and what oil for rust prevention.Help us grow on Patreon https://www.patreon.com/CreatorsCollectiveHuge thank you to All of our Patreons! Especially Darren Mattes, Caleb Harris of YouCanMakeThisToo and John from John Made ItNew Patreons: Robert GrantYou can listen to us on iTunes, Google Play, SoundCloud and many other placesYou can join us live Thursdays at 10 AM eastern on the Creators Collective Podcast https://www.youtube.com/channel/UC_0AZEDUA-UWfoSxLil7gBgWhat’s new/ what are we working on?Zack: Hammers, engraving, Fusion 360Will: Built ins, the beach, massive walnut slabs, online store, forge, maybe dining table, coffee table. Ukulele? Guitar?James: Rust Prevention:https://www.youtube.com/watch?v=Rh3rJTVO3FgSplayed dovetails: https://www.youtube.com/watch?v=I6z5P2nOavcTeaching my wife: https://www.youtube.com/watch?v=2J3eHEUNgboQ&A:Thalweg Design: ​What are your favorite ways to develop new skills? I just attended a symposium, I have learned a lot from video's like yours, I have learned a lot through trial and error.Will: Who are your favorite current furniture makers?Creators Photo ChallengeFree Style (best Photo you can make)Zack:Chadscustomcreationshttps://www.instagram.com/p/Bnwn9zeBWjz/?tagged=creatorsphotochallengeBrandy/Studiolabhttps://www.instagram.com/p/Bn7rQTYluBE/?taken-by=brandy.studioaubeWill:chadscustomcreationshttps://www.instagram.com/p/Bnwn9zeBWjz/?tagged=creatorsphotochallengetommy_kronholmhttps://www.instagram.com/p/BoB3Ga0gYxZ/?tagged=creatorsphotochallengeJames: wavecycles : https://www.instagram.com/p/BntNF51F69b/?tagged=creatorsphotochallengeChadscustomcreations : https://www.instagram.com/p/Bnwn9zeBWjz/?tagged=creatorsphotochallengeJoke of the weekJJ Wright: Why Did the mattress get in bed? He was sleepy.What’s new/what are we watching/reading?Will: Self Made Project - 1095 corrosion test - https://www.youtube.com/watch?v=O7ZThs1y8xsJames: Studio C: Dad Jokes https://www.youtube.com/watch?v=4CeWYM08s7A&list=LLbMtJOly6TpO5MQQnNwkCHgZack: Fusion 360 Paul McWhorter - https://www.youtube.com/watch?v=y5tp4QXciK4&list=PLGs0VKk2DiYx15SfBxO_VE6ELhpy0VnAwFavorite tool/product this week?Zack: Infrared temperature gun - https://amzn.to/2Oaz2XLWill: CMT Stile and Rail bit set for doors - https://amzn.to/2QZwSbVJames: #4 Bench PlaneHostsJames Wright: Wood By Wright https://www.youtube.com/channel/UCbMtJOly6TpO5MQQnNwkCHgZack Herberholz: ZH Fabrication https://www.youtube.com/channel/UCDdZMJDDpyvI9WJyY7IZP7wWilliam Walker: Wm. Walker Co. https://www.youtube.com/channel/UCievvwx_-UU-rP28103rUCwSHOW NOTESIntro and outro recorded and produced by Jason Wright http://withamic.com/

New Podcast For This Month. Inside : 01 - Lost Boy - Sum Beer 02 - The Morphoders - Keep On Loving Me 03 - David Penn - Why Don’t 04 - John Julius Knight vs. Fatboy Slim - Larry’s Jam Right Here (Bassner Mash’up Edit) 05 - Will - Who’s Better (Marcellus Wallace Remix) 06 - DJ Wady, Patrick M - No Time For Hulk (Camelphat Re-Fix - Erik Hagleton 2018 Vocal Edit) 07 - Franky Rizardo - Call Upon Me 08 - Mat.Joe - Love Stream 09 - The Tribe Of Good - Loving You Baby (Mat.joe Safari Remix) 10 - Eran Hersh X John Dish - Da Bass 11 - Cut Snake - Party Tutorial 12 - Cultrise - Body Dance 13 - Reward - Don’t Be Shy (Cultrise Remix)

  It does not look like the Millennials stand a chance to rally now. Anyone still grasping at the original tribal boundaries is essentially asking to be blindsided. The other sure path to Ponderosa is to declare that people need to accept you for who you are and refuse to adapt to the changing landscape of the game. That's going to be a big jury. It is going to be tricky to line up enough votes to win the game regardless of your pre-merge affiliations. How would you respond if you caught a tribemate stealing food? How would you play the Reward Advantage? Do you see a path back for Jay, Taylor and Will? Who do you think will exact their revenge first: Hannah or Taylor? Who will be the first to play their HII? Who's your new pick to win it all? Who impressed you the most this week? Who do you think will be next to go? Here is the merged tribe after episode 8. Vinaka:Adam, Bret, Chris, David, Hannah, Jay, Jessica, Ken, Sunday, Taylor, Will and Zeke We've got several ways you can reach us. You can call and leave a voicemail at 206-350-1547 or toll-free at 844-643-8737. You can record an audio comment and attach it or just type up a quick text message and send it to us via email at joannandstacyshow@gmail.com. Listener Feedback is due by Saturday Noon PST. Please keep it to 3 minutes or less. 00:00 Date 00:04 Ancient Voices Dedication to Russ Landua mix by Aaron from Buson 00:40 Introductions 29:30 NToS 31:36 JSFL Update 40:57 Ancient Voices Dedication to Russ Landua mix by Aaron from Buson Links for Today's Show Paul's Visual Roster for Survivor Millennials vs. Gen X Survivor Fans Podcast Fans group on Facebook JSFL SFP on Twitter SFP on Youtube SurvivorOnCBS Videos on Youtube Contact Info: Voicemail: 206-350-1547 Toll Free Voicemail: 844-643-8737 Email: joannandstacyshow@gmail.com Survivor Fans Podcast P.O. Box 2811 Orangevale, CA 95662 Enjoy, Jo Ann and Stacy