Podcasts about Wolseley

Being that the 2026 Independent Hotel Show Miami is only a couple of months away, this special IHS Series episode features the VP of Development, U.S. & Canada at Minor Hotels, Genna Panagopoulos!  Genna joins the Suite Spot podcast to discuss: The Minor Hotels Brand & Special Announcements The Independent & Lifestyle Hotel Landscape The 2026 Independent Hotel Show Creating Unique Experiences for Travelers And much more. Ryan Embree: Welcome to Suite Spot, where hoteliers check in, and we check out what’s trending in hotel marketing. I’m your host, Ryan Embree. Hello everyone, and welcome to another episode of The Suite Spot. This is your host, Ryan Embree. We are here for the second season of our Independent Hotel Show series. That means we are gearing up, if you can believe it, for the Independent Hotel Show here in September and Miami Beach. I am so excited and equally excited to bring in a familiar voice. We had her on the podcast just a couple months ago in New York City, Genna Panagopoulos, VP of Development North America at Minor Hotels. Genna, welcome back to the Suite Spot. Genna Panagopoulos: Hey, thanks for having me again. Ryan Embree: Yeah, excited to have you. We were talking off camera. Typically, I usually do the virtual interview before meeting you in person, so this is a little bit more comfortable here, virtually back in, in, I think you’re in Atlanta. I’m here in our TMG headquarters in Orlando, but second time on the Suite Spot. We really didn’t get to get into your hospitality background, kind of a tradition here. Wanna introduce you to our audience a little bit more, intimately and in depth. Talk to us a little bit about your background in hospitality and the journey that led you to Minor Hotels. Genna Panagopoulos: Well, it starts a long time ago because I grew up in the hospitality industry. Typical greek immigrant story. My father came here with just a few dollars in his pocket and ended up building a pretty successful restaurant business in Detroit. So if you ever are in Detroit, if you say Jimmy, the Greek people will know him. But I went to, I obviously grew up in Michigan, went to Michigan State, really, and started studying hospitality with the intent of taking over the restaurant business. And then I did an internship for my father and realized I did not love it as much as he did. And so I ended up falling into the hotel space and specifically hotel investment, real estate development, and have just fallen in love ever since I started my career at Davidson Hotels and Resorts back when they were in Memphis, actually on their business development team. And then they moved to Atlanta, ironically, next to IHGs headquarters. So I was with Davidson for a few years, hopped in over to IHG, where I was for 10 years, did everything from feasibility to business development to even brand, which is a little bit unique. And I don’t wanna undermine that because I had a lot of people say at the time, why would a developer ever go to brand? Like, that’s, you’re where you wanna be. But for me, it was so critical to kind of unlocking new opportunities in the future because the skills I gained in a year and a half on the team work just the role that I’m in now is super helpful because it’s, it’s kind of like wearing two different hats, right? A creative versus a mathematician. So anyways, I was there at IHD for 10 years, and then this opportunity at Minor came up last summer. I was so ready and excited to take on like a new challenge and I thought that it’d be a really fun and exciting new endeavor for me with this combination of my background. So, it’s exciting. Minor’s been super supportive and it’s a little weird to go from working in an office with thousands of colleagues to being the one of one in an entire continent, but it’s been great so far. Ryan Embree: Yeah. And what a unique opportunity. We’re gonna talk about that here in a moment because I think it’s absolutely fascinating. But your story is very familiar. I mean that we hear all the time from our guests, a lot of them start in that f&b kind of space and then transition over to the hospitality side, but super comprehensive skillset, which I’m sure has set you up for success in your role at Minor Hotels. Now, we met face to face at NYU IHIF, where just a couple weeks removed. I call this kind of takeaway season where everybody’s on LinkedIn, kind of frantically typing their takeaways and what they felt about the state of the industry right now, what we’re looking back on New York City, maybe you could start kind of zoomed in version of how that event for you and then maybe back up with an industry lens on some of the biggest takeaways from your time at New York City. Genna Panagopoulos: So from a Minor perspective, we had a really successful conference. So we had tons of meetings while we were there. Really good ones too, on some deals that were hopefully perpetuating. And then we’ll be announcing maybe by the Independent Boutique Hotel Show, but it was, the energy was very live, the excitement for Minor Hotels, was very visceral people, I think, you know, hoteliers are really looking for brands that understand their position. And because Minor is, you know, I always describe it as an owner first, then an operator, now a brand, right? And we still own an owner lease a vast majority of our portfolio. So we know what it’s like to be in their shoes, quite honestly. So it was a successful, like I said, the energy was there. It’s very validating to know that a lot of our marketing is working and all of the, the word of mouth and the fact that we’re out there, iI’m having to educate people less and less with every conference about who we are. So that’s great. Zooming out on an industry lens, you know, I think, you know, even just looking at beginning of the year to NYU IHIF, this sentiment is very different, right? You know, at the beginning of the year there was so much excitement over the World Cup. You and I spoke about that at NYU and it’s, it’s obviously been tempered quite a bit, and the K economy is still happening. We’re seeing luxury, the rates of the projects that I’m working on, I’m just shocked at how high they are and, how well the competitors are doing in the upper luxury space. It’s really fascinating. So I’m definitely seeing that as well. But the sentiment, and appetite to grow is definitely there. People are still looking to place equity, not ton, not huge amounts, but we’re, we’re seeing that there are still gaps on that front. Ryan Embree: The resiliency of our industry, I think, continues, right? It just, the momentum there, every single time we see a headwind, we continue to push through, which is really, really cool to see that owner. And, and from a development, I mean, new brands, new projects being announced, this is the space that we’d love to see, you know, more and more because there’s more and more demand growing travelers continue to prioritize travel and the experience economy, which is great for us hoteliers. So we just need some more rooms here, which is obviously what you’re tasked with, right, Jenna? So, but I wanna talk about Minor Hotels. I know you talked about needing a little less education now, but educate us here on the Suite Spot. I mean, Minor Hotels, brand spanning from select service all the way up to that ultra luxury segment ton of brands. They don’t have time for all of them today, but maybe you could share some of your personal favorites and within the hotel, Minor Hotels portfolio, what makes those brands unique? Genna Panagopoulos: Yeah, sure. So yeah, like you said, we now have 12 different brands, four of which were launched last year right before I joined the company. But we have these two lineages, I think within Minor Hotels history, right? We have our roots, which come from Thailand, and Anantara and Avani are great examples of that. And then we have our European roots from acquisitions over the years. So we’ve got brands like…that came from Portugal, NH, which is a very established brand out of Madrid. The four that we launched last year, offer really unique things that we never had before in our portfolio. So as we were looking to grow, we knew that that was something we’d have to have to kind of have on our menu of options for potential hotels, because some of these brands don’t work in every asset type and not every market, though most of our brands have a lot of flexibility to be able to grow into different asset types. But I guess my favorite, and I’m really excited about the Wolseley hotel brand we launched last year. So Minor International owns, which of course, Banner Hotels Resorts is a part of, owns Wolseley Hospitality Group out of London. And there’s a really beautiful institutional restaurant called the Wolseley that’s very famous. If you ask anybody from London, they definitely know the Wolseley. In fact, most people I know that just traveled to London know the Wolseley. So we own, we own that company and decided to take that brand into the hotel space, which is interesting because it’s a restaurant moving into the hotel world. And our first one will open in New York next year, but it’s been really fast. I think it’s really fascinating. There’s a lot of membership club opportunities with that one. And so that’s kind of an new trend we’re starting to see in the luxury space. Ryan Embree: It’s gotta be great to be able to have that breadth and spectrum of property or investment type for an owner to come in and say, this is maybe the market that I’m interested in pursuing, and then figuring out and kind of curating and tailoring what asset, what brand is gonna fit best there. And we talked about this a little at NYU, but I think, again, your job is so fascinating. You have this well-established, extremely popular worldwide brand, and here you are tasked with bringing it into the North American market, right? I’m sure there’s a lot of envious developers out there, what has been kind of, and really you only get to launch a brand like this into a new market only once. So what has been kind of your approach, Jen? I’d love to get kind of the background on what’s been your approach and what kind of feedback you’ve been initially hearing. Have owners been kind of waiting for this, you know, to arrive here and, and what are you hearing from owners right now? Genna Panagopoulos: It’s a tale of two stories as they say, right? So in the luxury space, there’s so much excitement. We are very established, people in that space know us, and wanna be the first to help us develop here. So that’s where we’ve seen the vast majority of our interest. Now, when you shift to looking at some of the upper upscale through the select service brands that we now also offer franchise, which I don’t know the stat off the top of my head, but it is a large component of those properties, those segments are operated by third parties and franchised. So being that we’re newer into that space, that’s where the challenge has been. So, but yeah, in terms of the hardest thing and I have to tackle every day is where do I spend my time? Because there’s constantly deals coming my way. We have to, we have to be quite strategic and mindful about what has the most likelihood of being the best representation of our brand in our target markets. So early on, when I started, I think the first four weeks of me taking the role, I had developed a pretty cohesive development strategy of where we wanted to spend that time. And where that is really any of the top, let’s call it 20 markets in the US that have international demand. So we have top markets that don’t have as much international demand, and we’ll look at those, but we just think that our value is gonna come from driving international business into these hotels. And then totally opposite from that, with Anantara, our, you know, wellness, upper luxury experiential brand. We are really excited about finding deals in kind of everywhere else except for those urban markets, right? So hard to get to places. Last week I was driving through Utah and Colorado, six hours in between each of them. So just to give you a little flavor, we were looking at a couple different opportunities in those states. You know, Hudson Valley is somewhere we wanna be Montana, Wyoming. So, you know, it’s a little bifurcated our approach to our various brands. But we’re trying to be very diligent and strategic about it. So we don’t get distracted by things that aren’t going to help us grow here. Because once we have good examples, we really believe the first few have to be really good. Once we have those, we’ll be able to drive further, further growth at a more quick pace. Ryan Embree: Yeah, no, absolutely. And what you were talking about how best to spend your time, I think that’s a, a challenge that hoteliers have had since the dawn of this industry. But it’s very exciting and very cool to hear those different approaches because, you know, you have the privilege of having that background, of having that history and, and culture already built over an in another market, bringing that here. But you also have the exciting new flavor of providing something new, maybe in some, some very experiential markets right now, which experiential travel is just absolutely exploding another traveler trend right now. And you already have some several success stories we touched on at NYU. Let’s dive a little deeper into some of those projects, Genna. Genna Panagopoulos: Yeah, so we’ve got, I guess our next one that I’ve already kinda spilled the beans on it, but the releases are already out there, but the first Wolseley in the world will be opening next year in New York in the former Lambs Club property. And I think it’s just such a fantastic market to open the first Wolseley hotel. You know, theoretically it could have been in London and hopefully we do have one in London soon, but it’s a very special cherished brand and it’s not the one thing I also just wanna spend a moment on, even though it’s luxury and it’s this very quintessential British kind of formal service style, it’s egalitarian at its roots, it’s really meant for everybody. So you could walk into the, into the Wolseley in London and see celebrities next to politicians and you’re Joe Schmo walking in off the street, you don’t need a reservation. And so I think it’s a really beautiful evolution of the, of the history of that brand. And I’m so excited for it to land in New York. Ryan Embree: So we can announce right now in 2027. The Suite Spot will be on site. We can do nice little episode up there hopefully. Genna Panagopoulos: Next, next conference in New York. We’ll be able to do it there. Ryan Embree: Alright. Genna Panagopoulos: Yes. And then a little, actually, I guess the next one that’ll open in 2029 is Anantara Turks and Caicos, which is a 100% residential hotel, really, really beautiful resort heavy wellness, you’ll find with Anantara. We really lean into the wellness, longevity space. And so, we pride ourselves on always being at the forefront of the latest wellness, the direction wellness is going. And so longevity, for example, right now is very important to us. And we’re seeing that bleed into the residential space. So, you know, just the way that’s getting threaded into the residential experience, into the hotel guest experiences is very fascinating to watch. And then in 2030, we’ll also have another Anantara in Miami, very close to design district. It’s kind of at the epicenter of where design district, Edgewater and Midtown all meet the views from the hotel will be incredible. There’ll be a helipad, a 30,000 square foot spa. And then a mix of hotel rooms, residences that people are living in, and then also residences that can get rented out to hotel guests as well. So we are super excited, I think, you know, having these three hotels in these three markets, right? We’ve covered New York where we already have a hotel, by the way, the NH collection, Madison Avenue, we’ve had there for a few years, which we actually own. And then, you know, Miami, which is a key market, obviously very heavy international demand, but just if you had to tell me to pick one plate, one urban market to put it an Anantara, that would be it. And then Turks and Caicos is such a important market for U.S. leisure travel. So these couldn’t have been better, better markets for us to be entering and launching region. Ryan Embree: Congratulations. What a strong pipeline and really cool projects you’re working on, excited to kind of see those and the announcements as they start to roll in and the pictures, those views that you’re talking about. But I think, you know, the Turks and Caicos property is something we’ve been talking about on the podcast. That CALA region is also booming right now. So, you know, it’s not just, I think sometimes when we say, you know, obviously bringing into the North American market, we tend to go a little bit more domestic, but to expand that into CALA I think is gonna be absolutely critical. ’cause you’re right, so much of that US domestic travel is now spending, you know, time and money in those areas, and looking a little bit more towards that for their experiences. So exciting all around. And of course we love, you know, we’re based here in Florida, so we’d love a new project. We’ll, we’ll definitely be keeping an eye on that Miami project that you have. But this is speaking of Miami, this is our independent hotel show series. Talk to us, you know, why you feel some of the Minor Hotel brands fit within this independent and lifestyle category. And what advantages do you see independent hotels or even experiential brands and lifestyle brands have in today’s hospitality landscape? Genna Panagopoulos: I’ll answer that last question first. If you don’t have that experiential, that’s table stakes today. So, we’re, I believe we’re only gonna see that become more and more important as the years go on. Because if you look at the consumer data of what the younger demographic, where they’re spending their money, it’s not experiences. It’s not, it’s no longer on goods. So having these really cool, unique experiences that they can travel and and receive is gonna be critical in terms of what we have to offer for independent hoteliers, keep in mind this is our roots, right? We started our, our company was founded by Bill Heineke, who, fun fact, and I can’t remember if I’ve already told you this, but the reason we’re called Minor is that he went to go start his business at a very young age of 17. And when he was getting his his business license, they said, sorry, but you need an adult to sign with you ’cause you’re a minor. So he’s really one of those serial entrepreneurs, wicked smart, wicked great at launching businesses, but he was an independent hotelier. That’s how he got his start. So he’s still driving a lot of the vision of the company. And I could tell you coming from a larger brand company into this environment, it is incredibly entrepreneurial. And because we also own hotels, but also operate for a lot of our owners, we truly believe we have this, like this hotelier mindset. We’re more of an operator than we are a brand at this moment. And so I think that could help lend itself to independent owners who are looking for a little bit of support. And we’re here to lean in as much as they want and as little as they want, but there’s benefits to it, right? We can help save on OTA costs, we can help save on purchasing. We’ve got great technology to help with forecasting and revenue management and and so on. So there’s definitely places to tap in. And I think particularly now more than ever with our two collection brands that we launched last year, so I started telling you this, but I didn’t finish telling you the brands that we launched, but two of them that we launched last year are collections. One is minor reserve collection, which is in the luxury space. And then Colbert collection, which is more upper upscale, maybe entry luxury. And those are just such, they’re primed for independent hotels, right? That’s why they were launched. To be able to keep the heritage and the name of an independent hotel play off of it, but then get all the back support, all the things behind the scenes that consumers will really never see, but it’ll help make operations much more efficient and smooth. And so we think that’s where there’s a lot of opportunity and we’re, you know, we’re priding ourselves on that. We’re here to be a partner and not a brand that’s telling you have to do it this way. So that’s where we’re really thinking this is the opportunity for us in that space. Ryan Embree: Well, it says, it says a lot that, to have two collection brands dedicated to that space really shows the investment in the future of these kind of independently run or branded properties and see the opportunity there because again, looking, you mentioned the lens and view challenges about independent hotelier and brand is very different from those big brands that have the scale to kind of combat those challenges a little bit more efficiently. So, you know, independent hotels, we always talk about on this series specifically are looking for any edge or opportunity to differentiate themselves to the traveler because they are really first in line to present a one of a kind experience. If you think about it, one of those places is f&b, a trend that obviously Minor Hotels has taken and ran with, especially with converting a f&b brand to hospitality brand. How have you leveraged the f&b theme with potential owners and when you’re having these conversations with investors, as you look to bring Minor Hotels to North America? Genna Panagopoulos: Yeah, so, well first we have a, when I was doing my onboarding in Madrid and Amsterdam, I toured our Anantara in Amsterdam and they had just, maybe they, a couple months before they had just concluded a chef series where they brought I believe 20 or 30 Michelin rated chefs under their roof and had a food festival, which I had never seen that. Like how amazing to bring. I didn’t know that, that that many Michelin chefs would be side by side cooking for each other, right? But it’s a really special thing. And I think that shows you that Minor is very credible in this super experiential high end f&b space separate to that. And so we have the talent in-house. Separate from that, when you look at our brands and the way our Colbert brand, for example, our Colbert, I don’t even wanna call it a brand ’cause it’s a collection. It’s not really a brand the way we thread food and beverage into the guest experience, right? So each hotel is completely unique within the collection. We don’t want any two to really look alike, to be honest with you. But as part of the one ritual that you can, that you can count on as a guest at every Colbert is a food and beverage driven experience. So whether that’s a bespoke cocktail that’s mixed for you, right as you enter the door, or maybe, after you’ve checked in and you’re in your room, a bell cart is a food and beverage bell cart of sorts is delivering a special experience to your door something that ties back to the identity that the hotel has, but is very curated and special, right? Not something that’s like a here’s the, the chocolate chip cookies we made today. No. Right? We want something really beautiful, thoughtful, creative, and that shows the craft in it that either ties to the experience or the identity of the hotel. So I think that’s really important and those little things go a very long way. Ryan Embree: A hundred percent. And those are the little things that add up in the independent hoteliers world that can, you can have the edge, right? And I mean there’s a whole now space with food tourism. I mean, it’s got a name for it now. That’s how large this trend is. And hoteliers are looking at F&B very, very differently than they did five, 10 years ago. It was a first a place where they started to look and say, where can we cut costs? Where can we make efficiencies? Now the brands that I think are doing it right are leaning into it. They’re seeing it as a part of their guest experience and also a huge opportunity for their local markets too. I think people, you know, in locally have looked at through a different lens at what a hotel F&B experience can be. And when someone comes to town, they might not be going to that restaurant. They might be going to a hotel or a resort, and it having that experience there. So very interested to see, right. Genna Panagopoulos: It’s, I don’t mean to interrupt you. But I just wanna say, I was recently having the conversation because when I started in the industry, we would joke, you could, you could like blow a cannon through a hotel restaurant. Nobody wanted to go to a hotel restaurant. Back in the day, they were cool. And it was like, oh, I’m staying at this hotel, meet me at the restaurant. But for a while, you didn’t wanna go to a hotel restaurant. It was vanilla, it was boring, it had no identity. It was just an extension. It was just a restaurant within a hotel. Now it’s such an important driver of bringing people to that hotel, whether local or visiting from out of town. And so there’s such an opportunity. I just, I look back at the time that those hotel restaurants were not attractive. And now I’m like, no, it’s such a beautiful component to an experience and I’ve seen really amazing destination hotels that are operated by the operators, but have a totally unique identity that’s very strong and compatible with the hotel, but not homogenous with the hotel. Ryan Embree: Absolutely. It’s very, very cool to see that evolution. And I think it’s only, again, as the trend continues to grow, I think it’s only gonna get stronger. You’re gonna see more emphasis on that f&b experience. And I personally can’t wait. Because I love those types of experiences to kind of see that evolve. And we’re gonna learn a little bit about maybe some of your favorite f&b experiences within the portfolio here. So let’s do my favorite part of the episode. Some rapid fire to get to know you Genna and the Minor Hotel portfolio a little bit better. Let’s start with one of your, you talked about maybe future favorite views at your property, but right now what is one of the favorite views at your properties in the portfolio? Genna Panagopoulos: I know you’re trying to do rapid fire, but of course I’ll just story tell a little bit. Ryan Embree: No, not at all. Please. Genna Panagopoulos: The Avani in Amsterdam, I had the opportunity during my onboarding with Minor to go to Amsterdam for a few days. Because we have a ton of hotels in Amsterdam. And I got to stay there and I woke up, I think it was a Sunday morning, and I had one of the upper level rooms and floor to ceiling windows. And I just, I watched the city wake up. It was so cool to see the sunrise from my room, but also the canals were coming to life. People were in boats and I had this cup of coffee and they had a great lounge here. And it’s not, it’s not a fancy hotel, right? It’s an approachable lifestyle of hotel. But it was really, it was so beautiful. I had this like Minor Magazine I was reading and I read the full thing. It was so lovely. And I’m actually taking my daughter there in a few, in two weeks, because I loved it so much. Ryan Embree: Very cool. Yeah. And she’ll get to have that view of the, the property as well. What about favorite fact? A fun fact about one of the properties? Genna Panagopoulos: Okay, so one of our new Colbert collections, that I believe is open now in Florence. It’s called Port Rosa, which it translates to Red Door. And it is actually one of the oldest, it might have been the first hotel actually in Italy and one of the first hotels in Europe. So it’s just so funny ’cause here we call our historic hotels 200 years old. And, and here we have like an 800 year old hotel. So I think that’s, I don’t think I could top that. Ryan Embree: Yeah, that puts it in perspective. Favorite signature dish? We talked about f&b experiences at one of the properties. Genna Panagopoulos: So I know I’m talking a lot about Amsterdam, but that was, it obviously left an impression on me, but at the Tivoli, which is one of our entry luxury brands, very well established in Europe, they really pride themselves on food and wine. And so culinary is a huge component of that experience. So I get to eat at the restaurant in the Tivoli called Ombre. And they really try to weave in creativity and art into the overall experience. And so they took it, they took inspiration from Rembrandt, and so Ombre is one of the 12 colors of Rembrandt’s palette. And so they, they had a beautiful way of weaving that into the food, the color of the food, the color of the menu, the names of the menu items. And it was just a beautiful, and you could watch the chef finish the food right at the entrance. And it was just, it was remarkable. It’s also on the canal. It was an evening candle lit room. It was beautiful. Ryan Embree: I mean the marketing team for some of these properties I’m sure has no shortage of content and storytelling. I mean, this is every hotel marketer’s dream. What about favorite guest experience or amenities at one of your properties? Genna Panagopoulos: That’s a good question. The, also in the Avani in Madrid, so, when I had wrapped up, I had trained in Madrid. I went to Amsterdam for a weekend, came back to Madrid to kind of give everybody my 2 cents of how the project or how the onboarding went. And I was only there for one or two nights. I was so tired. I had been gone for like two weeks. I missed my kids. But I came back and the Avani in Madrid as my welcome city had a smoothie set up. And I had never seen this, and I don’t even know if I’ll ever see this again, but they had a little, a little tiny, I think it’s called like a bullet blender, right? That I could blend in my room. They had the most beautiful, I don’t even know what fruit it was, but it was sweet. It was delicious. They had a variety of milks next to it that I could mix with the fruit, and then of course a little ice bucket and some honey. And it was just everything that I needed. I was so tired from being on the road and to come back and have this really like, cool, healthy, nutritious, it was so, it was like they were reading my mind of what I needed. And I’ve never been in a lot of amazing hotels. And again, Avani is not a luxury brand, but they totally nailed it. And then about an hour later after it, ’cause I had checked in fairly late in the day, they showed up at my door with this beautiful wind down tea set up, and it was, you know, tea can be hit or miss. Yeah, it was so beautifully floral and delicious. And I’m not even a tea drinker. And I loved every moment of it. And they had the most perfect cookie to compliment. Ryan Embree: It’s brilliant by the way, that smoothie, because it makes you a part of the process. It makes you feel a part of the experience. I’m sure a ton of people are sharing that on social media. They’re talking about it. I mean, how easy could it have been to just deliver a smoothie, but for you to kind of be a part of that experience, I think makes it a little bit more special. Very, very cool. I’ve never heard that either. Very cool. And then the last but not least, favorite piece of artwork at one of your properties? Genna Panagopoulos: Thats a tough one. Coming back to the fact that we have an NH hotel in Amsterdam called the Schiller, with tons of authentic Danish artwork. But I’ve also heard that the Tivoli Puerto Gaia has a lot of remarkable pieces. In fact, they have over 70 pieces of authentic art. One of my favorite artists is a Spanish artist…and his works are there. So I haven’t seen it in real life, but that’s on my bucket list. Ryan Embree: Well, I’ll tell you, this was probably the most internationally friendly rapid fire that we’ve had here. When asking these questions. You took us to Madrid, Amsterdam, Italy, all over the place. So, we’ll definitely, I can feel the hoteliers now doing some research on these hotels and planning their vacations. Let’s shift to the Independent Hotel show. It’s happening September 16th, 17th in Miami Beach. And remember Suite Spot listeners, don’t forget to use promo code Ryan26 for a complimentary registration. Genna, and I would love to see you there. Genna, you recently joined the show’s advisory board. Congratulations on that. What inspired you to get involved with this event and how do you see it supporting independent hoteliers? Genna Panagopoulos: First of all, thank you. And I’m really flattered to be on the advisory board. When we started our, when I was working through our development strategy as part of that, we were talking about the various conferences we wanted to attend. And we really think that we’re different from a lot of the big players that are already here, right? We’re trying to not be aligned with them, but a totally different offering. And so for us, it was really important that we find these independent hoteliers, boutique hoteliers that, again, are looking for somebody to help support them and maybe make their lives a little bit easier, but not be always watching over their shoulder. And so for us that this was perfect, I actually hadn’t come across it until they reached out to me. And it came about 48 hours after we had said, we need to find a show or a conference that has specifically this. And it just fell into our lap. And so we, it was, it was very serendipitous and we’re very excited. In fact, I hope we can continue to attend and I’ll be bringing my colleague from Mexico actually to help run the process with us while we’re there. So we’re excited. I also think that we could learn a lot of what independent hoteliers need and their challenges are and be able to help them out. Ryan Embree: Yeah, it’s a very, very unique event. I’ve had the privilege of being to the show since its inception a few years back. So much learning, there is something special when you put a group of independent hoteliers together in a room. The networking that goes down. It really is unlike any other event I’ve been to. So, again, hope you will join Genna and I in Miami Beach in September. We hope to see you there. As we wrap up today, we got a couple more minutes. What is your vision for the future of Minor Hotels in North America? Genna Panagopoulos: Listen, we don’t wanna be as big as everybody else that’s here, but we wanna have a really good foothold. I don’t think I mentioned this, but we have a little over 600 hotels worldwide, including in pipeline. And we’re really everywhere except for North America. And so it just feels like the right progression, of where we even have hotels in South America, in Mexico, right? So we’re really kind of closing in from all directions. And so we just wanna have good hotels here. Good representation on, fun fact, British and US travelers make up the majority of Anantara guests worldwide, even though we have no Anantara here in the U.S.. So, Norin England. So people want it, and I think once they’re here they will absolutely come. So we’re excited. We just want what we want. A good representation of hotels. Hopefully that’s somewhere around 20 to 30 hotels in the coming years. Ryan Embree: Well, you’re off to a super strong start. Congratulations again, Genna. It’s exciting to be here, kind of at the starting line of this Minor Hotel’s journey in North America. It will soon follow suit, like the rest of your brand is. So we’re excited to watch that unfold here in the upcoming years. Genna, thank you so much. We know you’re busy. You mentioned it before. We appreciate you taking your time, spending some time with us and talking about Minor Hotels and in the Independent Hotel Show. Again, we’re, we’re excited that we’ll both be attending there in Miami. And hope you will too. So Genna, thank you for your time. Genna Panagopoulos: Thanks for having me again. Ryan Embree: Alright and we’ll talk to you next time on The Suite Spot. Thank you for listening. To Join our Loyalty program. Be sure to subscribe and give us a five star rating on iTunes. Suite Spot is produced by Travel Media Group. Our editor is Brandon Bell with Cover Art by Bary Gordon. I’m your host Ryan Embree, and we hope you enjoyed your stay.

Jeremy King is the legendary restaurateur behind Le Caprice, The Ivy, The Wolseley and Simpson's on the Strand. His is a story of extraordinary gambles, of rooms that became London institutions, and of losing the company that carried his own name — and choosing to build all over again in his 70s.In this bonus episode of Crisis What Crisis, I sit down with Jeremy to discuss his Crisis Compass. The four points of navigation that he turns to in order to help survive a crisis – a person, a habit, a comfort and a piece of advice. If you haven't heard the full conversation yet, go back and find it in the feed. It's well worth your time.POWERED BY KINGSLEY NAPLEY:I know what it is to have the right legal support around you when facing crisis. Kingsley Napley are the kind of lawyers I wish more people knew about – there to help you make the right decisions, protect what matters and build real resilience when the pressure is on.This episode is powered by Kingsley Napley, visit www.kingsleynapley.co.uk for more details.CHAPTERS:00:59 A Person – Himself. The only person he can absolutely trust in a crisis.02:43 A Habit – Up at 5am, every day, it's the ritual that stabilises him before the world wakes up03:44 A Comfort – His children, and the different perspective they bring04:26 A Piece of Advice – Why get inordinately upset about something you'll forget about in future?BUY JEREMY'S BOOKWithout Reservation: Lessons from a Life in Restaurants – https://www.amazon.co.uk/Without-Reservation-Lessons-Life-Restaurants/dp/0008599025FOLLOW JEREMY KINGInstagram – https://www.instagram.com/jeremyrbking/?hl=enFOLLOW CRISIS WHAT CRISIS?Instagram – www.instagram.com/crisiswhatcrisispodcastTikTok – www.tiktok.com/@crisispodThis was a Crisis What Crisis Production – Rex Fisher (producer), Ioana Barbu (studio manager), Fred Sharp (research), Johnny Seifert (audio), Jasper Cullen (video)

In April 2022, after a bruising auction battle with his own investors, Jeremy King lost the company that carried his name. He walked back into the Wolseley – the restaurant he had built into the highest grossing restaurant in Britain – to find his staff in tears and the new owners already arriving. His phone and laptop were taken from him, he felt, as he puts it, like a criminal – stripped of all his possessions and then cast out onto the street.But that was just the latest chapter in a career defined again and again by gambles, diligence, loss, and extraordinary success. Jeremy once handed the biggest decisions of his life to the roll of a dice. He built and sold an empire, built another, and now, at 72, is rebuilding for a third time – with Simpson's in the Strand, London's most talked about restaurant of the moment and a venue he first tried to buy 26 years ago.Across the last forty-five years Jeremy has revived or built from scratch some of London's most loved restaurants: Le Caprice, The Ivy, J Sheekey, The Wolseley and The Delaunay. His patrons have ranged from royalty to the greatest artists of the age, yet his gift has always been to make anyone who walks through his doors feel like they are the most important person in the room.POWERED BY KINGSLEY NAPLEYI know what it is to have the right legal support around you when facing a crisis. Kingsley Napley are the kind of lawyers I wish more people knew about – there to help you make the right decisions, protect what matters, and build real resilience when the pressure is on.This episode is powered by Kingsley Napley. Visit www.kingsleynapley.co.uk for more details.FOUR LESSONS FROM JEREMYLook for the good before the crisis has even hit. Whatever's going wrong, there's almost always something to salvage.Let them take your money. Never let them take your soul. You'll always find another way to make money.Don't act fast just to feel in control. People panic and make the wrong moves because they think a crisis demands speed. Often the bravest, smartest thing you can do is wait and see.Do the job better than it's ever been done – even sweeping a floor. Pride is yours to keep. That standard, once set, never leaves you.CHAPTERS04:54 – Why the best operators watch before they speak08:04 – How an early knock to your confidence can shape a whole career25:00 – Where a true standard of excellence actually comes from30:08 – What it really feels like to lose the company with your name on it39:26 – Why selling too early can be the smartest deal you ever do45:00 – Holding your nerve on the worst day of your business life49:16 – Protecting your reputation when the story's out of your hands51:44 – What five years with Lucian Freud taught him about risk and danger57:18 – Why integrity is simply never trying to get away with anything58:32 – The art of defusing a crisis before it becomes one01:03:20 – Keeping perspective: why every crisis is relative01:07:09 – Starting over at 72BUY JEREMY'S BOOKWithout Reservation: Lessons from a Life in Restaurants https://www.amazon.co.uk/Without-Reservation-Lessons-Life-Restaurants/dp/0008599025FOLLOW JEREMY KINGInstagram – https://www.instagram.com/jeremyrbking/?hl=enFOLLOW CRISIS WHAT CRISIS?Instagram – www.instagram.com/crisiswhatcrisispodcastTikTok – www.tiktok.com/@crisispodThis was a Crisis What Crisis Production – Rex Fisher (producer), Ioana Barbu (studio manager), Fred Sharp (research), Johnny Seifert (audio), Jasper Cullen (video)

We're up to the early 1880s where world events are intersecting in various ways with southern African events. The mere ratification of the Pretoria Convention in 1881 failed to bring peace and prosperity to South Africa. The frenzied speculation in diamond shares reached it's height in 1881, and war expenditure had swelled the tide of fictitious prosperity which had flowed from Table Bay to Lydenburg. Now the troops and the glory departed, Natal after the pomp and ceremony of the Wolseley period, drifted into a political backwater — and yet clamoured for responsible government and an augmented imperial garrison. In the Cape, the overcapitalised diamond companies began to topple, and banks shortened credit and in 1882, the crash came. John Scanlen the Cape Prime Minister succumbed to what some called retrenchment mania and laid off judges amongst other members of the bureaucracy. Times were bad, and growing worse, with Phylloxera visiting the Western Cape vineyards, drought had smote the land and red-water fever the cattle. It was old testament level pestilence and suffering, at least if you read the journals of the time. Did I mention the outbreak of smallpox as well? How remiss. It scoured Cape Town first, this pestilence, from whence it followed the railway and wagon route to the diamond fields of Kimberley, and from there into the Orange Free State and Basotholand. Plagues of locusts chewed through what was left. For anyone who would return to an earlier epoch in South African history, believing these were golden years, perhaps the reality I've just outlined would make you recalibrate your Time Machine. SJ Du Toit launched his pro-Afrikaans campaign by the early 1880s, railing against die Engelse and the elites in the Cape who were determined to keep speaking high Dutch instead of this new form which was disparagingly called Kitchen Dutch. Emerging at this messy moment to influence South Africa forever was a lawyer who eventually became known as Lord De Villiers. It's difficult to understand this these days — in the 1880s South Africa was still a mishmash of rebels, settlers, African chiefdoms, Khoesan raiders, dirt tracker miners and trekboers, wild Baltic and Nordic merchants, American and Australian frontiersmen. Every geographical locale was represented by a different language so folks like De Villiers who obsessed over federal ideas were outliers. Self-government meant they leaned towards the Union Jack, the English, for defence, but not the Union Jack as a cloak for interference in the internal affairs of the Cape. The quarrels divided the Anglican community particularly in Natal into adherents of the Church of England, and the Church of the Province of South Africa. The two main questions were these: Must Anglican Bishops in South Africa be appointed by Letters consecrated by the Archbishop of Centebury, and secondly, was the Church in South Africa bound by acts of an Imperial Parliament in England far far away or mainly independent? De Villiers was going to decide both questions — and in doing so — would set the scene for a future South African Republic while also setting in stone, some of our concepts in South Africa of the right to practice the religion we prefer.

We're up to the early 1880s where world events are intersecting in various ways with southern African events. The mere ratification of the Pretoria Convention in 1881 failed to bring peace and prosperity to South Africa. The frenzied speculation in diamond shares reached it's height in 1881, and war expenditure had swelled the tide of fictitious prosperity which had flowed from Table Bay to Lydenburg. Now the troops and the glory departed, Natal after the pomp and ceremony of the Wolseley period, drifted into a political backwater — and yet clamoured for responsible government and an augmented imperial garrison. In the Cape, the overcapitalised diamond companies began to topple, and banks shortened credit and in 1882, the crash came. John Scanlen the Cape Prime Minister succumbed to what some called retrenchment mania and laid off judges amongst other members of the bureaucracy. Times were bad, and growing worse, with Phylloxera visiting the Western Cape vineyards, drought had smote the land and red-water fever the cattle. It was old testament level pestilence and suffering, at least if you read the journals of the time. Did I mention the outbreak of smallpox as well? How remiss. It scoured Cape Town first, this pestilence, from whence it followed the railway and wagon route to the diamond fields of Kimberley, and from there into the Orange Free State and Basotholand. Plagues of locusts chewed through what was left. For anyone who would return to an earlier epoch in South African history, believing these were golden years, perhaps the reality I've just outlined would make you recalibrate your Time Machine. SJ Du Toit launched his pro-Afrikaans campaign by the early 1880s, railing against die Engelse and the elites in the Cape who were determined to keep speaking high Dutch instead of this new form which was disparagingly called Kitchen Dutch. Emerging at this messy moment to influence South Africa forever was a lawyer who eventually became known as Lord De Villiers. It's difficult to understand this these days — in the 1880s South Africa was still a mishmash of rebels, settlers, African chiefdoms, Khoesan raiders, dirt tracker miners and trekboers, wild Baltic and Nordic merchants, American and Australian frontiersmen. Every geographical locale was represented by a different language so folks like De Villiers who obsessed over federal ideas were outliers. Self-government meant they leaned towards the Union Jack, the English, for defence, but not the Union Jack as a cloak for interference in the internal affairs of the Cape. The quarrels divided the Anglican community particularly in Natal into adherents of the Church of England, and the Church of the Province of South Africa. The two main questions were these: Must Anglican Bishops in South Africa be appointed by Letters consecrated by the Archbishop of Centebury, and secondly, was the Church in South Africa bound by acts of an Imperial Parliament in England far far away or mainly independent? De Villiers was going to decide both questions — and in doing so — would set the scene for a future South African Republic while also setting in stone, some of our concepts in South Africa of the right to practice the religion we prefer.

This week on Go To Food Podcast, we sit down with restaurateur, landlord and former head chef of the legendary Bibendum, Jamie Younger. Fresh from the opening of The Victory on Lordship Lane, Jamie takes us inside the challenge of reimagining one of South London's most beloved neighbourhood institutions, Franklin's. From preserving its character while creating a new identity, to navigating the pressure of opening a major new venue in East Dulwich, Jamie shares the realities of taking on a local icon.We also explore the remarkable journey that took Jamie from a family-run restaurant in Cornwall to some of London's most celebrated kitchens. He reflects on his formative years under Simon Hopkinson at Bibendum, the lessons that shaped his approach to cooking, and why great ingredients and simplicity remain at the heart of everything he does. Along the way, we hear stories from The Wolseley, The Palmerston, and the highs and lows of building a career in hospitality.No conversation with Jamie would be complete without discussing The Begging Bowl. Long before Thai food became one of London's most exciting dining scenes, Jamie and chef Jane Alty were championing authentic regional Thai cooking in Peckham. He explains how his travels through Thailand inspired the restaurant, why he wanted to challenge the clichés of British Thai dining, and how The Begging Bowl became one of South London's most influential restaurants.Watch and Subscribe To Our Youtube Videos Here - https://www.youtube.com/@gotofoodGet 2 Months of Blinq For Free - With Code - GOTOBLINQ - https://blinqme.com/Order The Greatest Meat In The Country From HG Walter Here & Have Restaurant Quality Meals From Home - www.hgwalter.com Hosted on Acast. See acast.com/privacy for more information.

When Cetshwayo kaMpande was captured after the Anglo-Zulu War, he was ferried to Cape Town and on to Robben Island. His countenance was one of dignity but that is difficult to maintain in the face of terrible sea-sickness. The Zulu king had made it be known that he was afraid of the sea, and his nervousness compounded the queasiness. He was also terribly sea-sick on the five day voyage from Port Durnford, modern day Richards' Bay, and Simons Town. He and his five wives who'd joined him in captivity were ensconced in a hut that had been erected for him on the poop deck, from where he watched the activities on the shore for almost a week before he disembarked. As he observed all the ships, the developments on the coast, it became apparent that his attempt at fighting the powerful British empire had always been doomed. When he eventually stepped onto Cape turf, his appointed custodian Captain J Ruscombe Poole of the Royal Navy escorted the Zulu King from Simon's Town. Like Nelson Mandela's minders much later, Captain Ruscombe-Poole was a sympathetic jailer, so too the king's interpreter, Henry Longcast. Henry was an Irish orphan who'd been brought up at the KwaMagwaza Mission station and had known Cetshwayo since he was a child. An odd relationship developed between these two men, Longcast was a straighforward honourable man, and became Cetshwayo's advisor - never betraying the Zulu King's trust. Joining Cetshwayo in exile was Mkhosana kaZangqana, formely one of Mpande's counsillors. Three other attendants were at hand, including the royal hairdresser, four young women of royal standing, and a female servant. They were first to spend time in the Flagstaff Bastion of the 17th Century Castle in Cape Town, where they were alloted a suite of apartments and a parapet for daily walks. Throngs of what they called daytrippers in Victorian times, we would describe them as tourists, gathered to catch a glimpse of the Zulu King on the heights of the Castle. Back in Zululand, Sir Garnet Wolseley had been fashioning together a new Zulu system. Believe it or not, it resembled the system resembled what the British were trying to impose on Afrghanistan. There Lord Lytton was trying to secure the North West Frontier of India, what is now Pakistan, by breaking Afghanistan into a number of impotent principalities. There local princes who were sympathetic to British control would be handed the levers of power. Wolseley wanted to secure the safety of Natal and the Transvaal by fragmenting the Zulu kingdom. Sir Theophilus Shepstone was the go-to once more, along with ex-Cape Native Affairs Secretary Charles Brownlee and Natal commissioner, Sir Henry Bulwer. Shepstone's main aim was to destroy the power of the Zulu royal family, and believed it was fragile anyway. This was a miscalculation on numerous fronts. Cetshwayo may have been in exile, but the concept of political power in Zululand was well and truly in the hands of the extended Royal Family. Thirteen chiefs should be nominated, said Shepstone, each independent of the other but utterly dependent on the British. Much much further north, in Afghanistan, Lord Lytton the British Viceroy of India, envisaged Kandahar province as the bulwark against the rebellious tribes of Afghanistan and the wild mountains of north western India. The British defeated Sher Ali Khan in the war between 1878 and 1880. Lytton's vision involved separating key regions and strengthening frontier zones that could be more easily influenced from India. In this thinking, Kandahar mattered enormously. It sat astride the routes connecting southern Afghanistan to the approaches toward the Indian subcontinent, linking trade and military corridors running west toward Persia and north toward central Afghanistan. By now, Cetshwayo kaMpande was technically free to return from exile once these arrangements had been made, but he first requesting a meeting with Queen Victoria.

When Cetshwayo kaMpande was captured after the Anglo-Zulu War, he was ferried to Cape Town and on to Robben Island. His countenance was one of dignity but that is difficult to maintain in the face of terrible sea-sickness. The Zulu king had made it be known that he was afraid of the sea, and his nervousness compounded the queasiness. He was also terribly sea-sick on the five day voyage from Port Durnford, modern day Richards' Bay, and Simons Town. He and his five wives who'd joined him in captivity were ensconced in a hut that had been erected for him on the poop deck, from where he watched the activities on the shore for almost a week before he disembarked. As he observed all the ships, the developments on the coast, it became apparent that his attempt at fighting the powerful British empire had always been doomed. When he eventually stepped onto Cape turf, his appointed custodian Captain J Ruscombe Poole of the Royal Navy escorted the Zulu King from Simon's Town. Like Nelson Mandela's minders much later, Captain Ruscombe-Poole was a sympathetic jailer, so too the king's interpreter, Henry Longcast. Henry was an Irish orphan who'd been brought up at the KwaMagwaza Mission station and had known Cetshwayo since he was a child. An odd relationship developed between these two men, Longcast was a straighforward honourable man, and became Cetshwayo's advisor - never betraying the Zulu King's trust. Joining Cetshwayo in exile was Mkhosana kaZangqana, formely one of Mpande's counsillors. Three other attendants were at hand, including the royal hairdresser, four young women of royal standing, and a female servant. They were first to spend time in the Flagstaff Bastion of the 17th Century Castle in Cape Town, where they were alloted a suite of apartments and a parapet for daily walks. Throngs of what they called daytrippers in Victorian times, we would describe them as tourists, gathered to catch a glimpse of the Zulu King on the heights of the Castle. Back in Zululand, Sir Garnet Wolseley had been fashioning together a new Zulu system. Believe it or not, it resembled the system resembled what the British were trying to impose on Afrghanistan. There Lord Lytton was trying to secure the North West Frontier of India, what is now Pakistan, by breaking Afghanistan into a number of impotent principalities. There local princes who were sympathetic to British control would be handed the levers of power. Wolseley wanted to secure the safety of Natal and the Transvaal by fragmenting the Zulu kingdom. Sir Theophilus Shepstone was the go-to once more, along with ex-Cape Native Affairs Secretary Charles Brownlee and Natal commissioner, Sir Henry Bulwer. Shepstone's main aim was to destroy the power of the Zulu royal family, and believed it was fragile anyway. This was a miscalculation on numerous fronts. Cetshwayo may have been in exile, but the concept of political power in Zululand was well and truly in the hands of the extended Royal Family. Thirteen chiefs should be nominated, said Shepstone, each independent of the other but utterly dependent on the British. Much much further north, in Afghanistan, Lord Lytton the British Viceroy of India, envisaged Kandahar province as the bulwark against the rebellious tribes of Afghanistan and the wild mountains of north western India. The British defeated Sher Ali Khan in the war between 1878 and 1880. Lytton's vision involved separating key regions and strengthening frontier zones that could be more easily influenced from India. In this thinking, Kandahar mattered enormously. It sat astride the routes connecting southern Afghanistan to the approaches toward the Indian subcontinent, linking trade and military corridors running west toward Persia and north toward central Afghanistan. By now, Cetshwayo kaMpande was technically free to return from exile once these arrangements had been made, but he first requesting a meeting with Queen Victoria.

  “Subscribe to free weekly news letter HUNGRY FRIDAY FEAST here”  Jeremy King doesn't just talk about restaurants — he talks about change, class, creativity, ego, instinct, death, literature, leadership, and why the best dining rooms become tiny theatres of human behaviour.In this conversation, the legendary restaurateur behind The Ivy, Le Caprice, The Wolseley, Arlington and now Simpson's in the Strand explains why “maintaining standards” is actually the road to bankruptcy, why great restaurants must constantly evolve, and why hospitality is really about love, generosity, observation and care.Jeremy and Dan explore everything from Mick Jagger and Bianca Jagger at Le Caprice, to Lucian Freud, A.A. Gill, Harold Pinter, Graham Norton, Apple, Kodak, IBM, The Beatles, New York brasseries, Parisian cafés, class in Britain, and why every great creative or political movement may have started in a restaurant.  This one is unforgettable.A conversation about restaurants, yes — but really about how to live, lead, notice, change, and leave the world slightly better than you found it.ON THE MENU:00:00:00 Intro00:03:03 Why Restaurants Must Always Change00:05:46 Why Leadership Is A Benign Dictatorship00:07:24 Maintaining Standards Leads To Bankruptcy00:13:47 Why Restaurants Get Defensive00:17:35 Why Enough Is Never Enough00:20:06 Why Altruism Still Matters00:22:13 When Jeremy Refuses A Booking00:26:06 The Silent Couple At Mirabelle00:32:08 Arlington, Soho And Restaurant Design00:35:55 Why Great Restaurants Are Egalitarian00:41:18 Why Money Ruins Taste00:43:49 What Makes The Best Restaurant?00:47:43 Why Restaurants Need Creative People00:49:43 How Le Caprice Changed Service00:55:19 Why Culture Hates Real Change00:59:49 Why Strong Opinions Win01:03:00 How To Prepare For Death01:05:14 Why Jeremy Has Regrets Every Day01:06:16 The Power Of Happy Problems01:08:30 Why Jeremy Finally Wrote A Book01:15:12 Why Restaurant Work Changes Young People01:18:31 How Shyness Became Jeremy's Advantage01:20:17 Can Dogs Sense Us Coming Home?01:24:11 Why We've Lost Our Instinct01:27:14 The Brain's Restaurant Memory Card01:33:09 Why Moneyball Thinking Kills Instinct01:35:12 How Jeremy Feels A Restaurant's Hum01:38:07 Why First Impressions Mislead Us01:41:18 Do All Movements Start In Restaurants?01:44:10 Why Creativity Needs Long Lunches01:48:48 Jeremy's Favourite Books And Writers01:55:31 How Meditation Helped With Lucian Freud01:58:21 How Literature Taught Jeremy Restaurants02:00:01 Jeremy King's Best Life Advice02:03:29 Ruthie Rogers' Eye Contact Lesson02:05:33 Why Questions Beat Statements02:07:33 How Mick Jagger Helped Le Caprice02:11:43 Why Jeremy Prefers Narrowcasting02:13:01 Jeremy King's Rules For Success ============================================== ♨️Still bloody HUNGRY? Course ya are. Each week I spend 15 hours writing my newsletter. It'll take you 5 mins to read. Full of wisdom from the biggest names in food and drink. Subscribe here - https://hungryfeast.beehiiv.com/

It's a big giveaway day on the show as Dave and Tyler roll out "Tix For Tats," handing out VIP passes to the Winnipeg Tattoo Show at the RBC Convention Centre. The guys dive into the peculiar news of Mario-themed coffins, the passing of He-Man's creator, and the "origin story" of Glen the Robot. Plus, they tackle the serious headlines including the Edmonton extortion arrests linked to Manitoba and the permanent fix for that Wolseley sinkhole. From Taylor Swift's latest music news to a Game 7 aftermath and the Flyers moving on in the playoffs, it's a loaded Thursday.

From Le Caprice and The Ivy to The Wolseley and Brasserie Zédel, Jeremy King has helped define the way London eats, drinks and sees itself. His restaurants became institutions, attracting everyone from Princess Diana and Lucian Freud to generations of actors, artists, politicians and power players.In this episode of Full Disclosure, James O'Brien sits down with the legendary restaurateur to trace an extraordinary life behind some of the capital's most iconic dining rooms. Jeremy reflects on a childhood shaped by shyness, social awkwardness and a lasting sense of being an outsider, before explaining how an early fascination with risk led him to make major life decisions according to the throw of a dice, including the choice that pulled him away from Cambridge University and into hospitality.They discuss his first jobs in the restaurant world, the formative partnership with Chris Corbin, and the instincts that helped create some of London's most celebrated establishments. Jeremy reveals why great restaurants are about far more than food, how atmosphere and service can transform a room, and why making people feel they belong matters just as much as what is on the plate.From celebrity diners and royal visits to business setbacks, reinvention and the long-awaited reopening of Simpson's, the conversation moves through the highs, the risks and the resilience behind a singular career. Warm, candid and full of hard won insight, this is a conversation about ambition, instinct and the subtle art of creating places people never forget.Simpson's in The Strand EXCLUSIVE NordVPN Deal -> https://nordvpn.com/fulldisclosure Try it risk-free now with a 30-day money-back guarantee

Jeremy King first appeared on our podcast in the summer of 2020, when we met in a whirring office above The Wolseley, the flagship restaurant of his sprawling Corbin & King group. Two years later, following a shareholder dispute, he relinquished control of that particular empire — a difficult moment that he nonetheless describes now as "not such a bad thing." In the four years since, he has opened The Park (an excellent, humming New York brasserie); Arlington (an ingenious re-birth of the beloved old Le Caprice); and now Simpson's in the Strand, a timely resurrection of one of London's most iconic restaurants. This episode is very much a 'chapter two' to our original conversation, then — in which we touch on why restaurants need to 'have a point'; Jeremy's surprising plate-clearing talents; and why you should never get annoyed about something you'll shortly forget. 

In this week's episode, I take a historical digression to look at the four major Thomases of the English Reformation - Thomas Wolsey, Thomas More, Thomas Cromwell, and Thomas Cranmer. This coupon code will get you 25% off the ebooks in the Dragonskull series at my Payhip store: QUEST25 The coupon code is valid through March 9 2026. So if you need a new ebook this winter, we've got you covered! TRANSCRIPT 00:00:00 Introduction and Writing Updates Hello, everyone. Welcome to Episode 292 of The Pulp Writer Show. My name is Jonathan Moeller. Today is February 27th, 2026. Today we are taking a digression into history by looking at the four Thomases of the English Reformation (with one bonus Thomas). We'll also have Coupon of the Week and a progress update on my current writing and publishing projects. First up, let's do Coupon of the Week. This week's coupon code will get you 25% off the ebooks in the Dragonskull series at my Payhip store. That coupon code is QUEST25 and as always, the links to the store and the coupon code will be available in the show notes of this episode. This coupon code is valid through March 9th, 2026. So if you need a new ebook this winter, we have got you covered. Now for an update on my current writing, publishing, and audiobook projects. I am very nearly done with Cloak of Summoning. As of this recording, I am 35% of the way through the final editing pass. This episode should be coming out on, let's see, March the 2nd. I'm hoping Cloak of Summoning will be available a few days (hopefully like one or two days) after this episode goes live, but we'll see how things go. In any event, it should be out in very early March, which is not far away at this point. I'm also 14,000 words into Blade of Wraiths, the fourth book in my Blades of Ruin epic fantasy series. Hopefully that will be out in April, if all goes well. That's my secondary project right now, but once it gets promoted to primary project once Cloak of Summoning is available, my new secondary project will be Dragon Mage, which will be the sixth book in the Rivah Half-Elven Thief series. I'm looking forward to that since it is going to bring to an end a lot of ongoing plot threads. So it should be quite a fun book to write and hopefully to read. That should hopefully be out in May or possibly June, depending on how things go. In audiobook news, Cloak of Titans, the audiobook narrated by Hollis McCarthy, should be available in more audiobook stores than it was this time last week, though it's still not on Amazon, Audible, or Apple. Brad Wills is working on recording Blade of Storms and I think the first six chapters are done. Hopefully we should have those audiobooks available to you before too much longer. So that is where I'm at with my current writing, publishing, and audiobook projects. 00:02:18 Main Topic: The Four Thomases of the English Reformation Now without further ado, let's get to our main topic and it's time for another of my favorite topics overall, a digression into obscure points of history. I've mentioned before that Wolf Hall (both the TV show and the book) is a lot easier to understand if you are at least passingly familiar with the key figures of the English Reformation, which happened during the reign of King Henry VIII. But who were these key figures? I had a history professor who said that to understand the English Reformation, you need to know about the four Thomases of the English Reformation: Thomas Wolsey, Thomas More, Thomas Cromwell, and Thomas Cranmer, since each one of them altered events in a major way. Fun fact: only one of the four died from natural causes and right before he was about to go on trial for treason, which would have likely ended with his execution. The English Reformation was a tumultuous time and the Tudor court was not a place for the faint of heart or the morally scrupulous. So let's talk about the four Thomases and one bonus Thomas today. But first to understand them, we should look at three background trends that converged and boiled over during their lifetimes. #1: Henry VIII needs an heir. King Henry VIII was quite famously married six times and executed two of his wives in his quest for a male heir. To the modern era, this sounds odd and chauvinistic, but one of the errors of studying history is assuming that the residents of the past had any interest in 21st century standards of behavior. By the standards of Henry's time, having a male heir to assume the kingdom after his death was absolutely vital. In fact, an argument could be made that Henry was attempting to act responsibly by going to such lengths to father a male heir, though naturally he went about it in a spectacularly destructive and self-absorbed way. Remember, Henry's father, Henry VII, came to the throne after a 30-year civil war, and there were noble families that thought they had a better claim to the throne than Tudors and would be happy to exercise it. A good comparison is that the lack of a male heir for Henry VIII was as serious a crisis as a disputed presidential election in 21st century America would be. You can see evidence for this in Henry's famous jousting accident in 1536. For a few hours, people were certain that he was dead or was about to die, and this incident caused a brief constitutional crisis. If Henry died, who would rule? His daughter, Mary, who he had just declared a bastard? His young daughter Elizabeth from Anne Boleyn? His bastard son, Henry FitzRoy? A regent? One of the old families who thought they had a claim to the throne? Now, these are the sort of questions that tend to get decided by civil wars, which nobody wanted. So Henry needed a male heir and it weighed on him as a personal failure that he had been unable to produce one, which was undoubtedly one of the reasons he concluded that several of his marriages had been cursed by God and needed to be annulled. Though, of course, one of Henry's defining traits was that his self-absorption was such that nothing was ever his fault, but a failing of those around him. #2: The Reformation is here. At the same time Henry was beginning to have his difficulties, the Protestant Reformation exploded across Europe. The reasons for the Reformation were manifold. There was a growing feeling across all levels of society that the church was corrupt and more concerned about money than tending to Christ's flock, a feeling not helped by the fact that several of the 15th and 16th century popes were essentially Renaissance princelings more interested in luxury, money, and expanding the power of the papal states than in anything spiritual. Many bishops, archbishops, abbots, and other high prelates acted the same way. The situation the early 16th century church found itself in was similar to American higher education today. Many modern professors and administrators go about their jobs quietly, competently, and diligently, but if you want to find examples of corruption, folly, and egregious waste in American higher education, you don't have to try very hard. Reformers could easily find manifold examples of clerical and papal corruption to reinforce their arguments. Additionally, nationalism was beginning to develop as a concept, as was the idea of the nation state. People in England, Scotland, Germany, and other countries began to wonder why they were paying tithes to the church that went to build beautiful buildings in Rome and support the lavish lifestyle of the papal court when that money might be better spent at home. For that matter, the anti-clericalism of the Reformation was not new and had time to mature. At the end of the 14th century, Lollardy was a proto-Protestant movement in England that challenged clerical power. In the early 15th century, the Hussite wars in Bohemia following the teachings of Jan Hus were a preview of the greater Reformation to come. Papal authority had been severely damaged by the Great Schism at the end of the 14th and the start of the 15th century when two competing popes (later expanded to three) all tried to excommunicate each other and claim control of the church. In the aftermath, Renaissance Humanists had begun suggesting that only the Bible was the proper source and guide for Christianity, and that papal authority and many of the church's practices were merely human traditions that had been added later and were not ordained by God. A lot of the arguments of the Reformation had their earliest form from the writers of the 15th century. Essentially, the central argument of the Reformation was that the believer's personal relationship with God is the important part of Christianity and doesn't need to be mediated through ordained priests in the official sacraments of the church, though such things were still important. Of course, all the various reformers disagreed with each other about just how important and what the nature of that relationship was, how many sacraments there should be, and what the precise relationship between the individual, the church, and the state should be (and that argument got entangled with many other issues like nationalism), but that was a central crux of the Reformation. So all these competing pressures have been building up, and when Martin Luther posted his statements for debate on church reform in October of 1517, it was the equivalent of lighting a match in a barn that had been stuffed full of sawdust and was suffering from a natural gas leak. #3: The printing press. So why did Luther's action kick off the Reformation as we know it and not the other proto-Protestant movements we mentioned? I think the big part of that is the printing pass, perhaps the biggest part. The printing press did not exist during the early proto-Protestant movements, which meant it was a lot harder for the ideas of reform to spread quickly. The Lollards in particular wanted to translate the Bible into English instead of Latin, but the Bible is a big book and that is a lot of copying to do by hand. In 1539, after a lot of encouragement from Thomas Cromwell, Henry VIII decreed that an English Bible should be placed at every church in England. In 1339, that would have been an impossible amount of copying by scribes. In 1539, thanks to the printing press, it was essentially on the scale of the government embarking on a mid-sized industrial project, perhaps a bit of a logistical and organizational challenge and you have to deal with contractors, but by no means impossible. The printing press made it possible for the various arguments and pamphlets of the Reformers to spread quickly throughout Europe. Luther published tracts on a variety of religious and political topics for the rest of his life, and those tracks were copied, printed, and sold throughout Europe. In fact, he had something of a flame war with Thomas More over Henry VIII's "Defense of the Seven Sacraments". Kings and governments frequently tried to suppress printers they didn't like, but the cat was out of the bag and the printing press helped drive the Reformation by spreading its ideas faster than had previously been possible. AI bros occasionally compare modern large language model AIs to the printing press as an irreversible technological advancement, but one should note that the printing press of the 16th century did not require an entire US state's worth of electricity and an unlimited supply of water. So those were some of the undercurrents and trends leading up to the English Reformation. With that in mind, let's take a look at our four Thomases. #1: Thomas Wolsey. Cardinal Thomas Wolsey was Henry's right hand man during the first 20 years of his reign and essentially the practical ruler of England during that time. He started his career in Henry's reign as the almoner, essentially in charge of charity, and it ended up becoming the Lord Chancellor of England. Since Henry was not super interested in actually doing the hard work of government, Wolsey ended up essentially running the country while Henry turned his full enthusiasm towards the more ceremonial aspects of kingship. Wolsey was an example of the kind of early 16th Century church prelate we mentioned above, more of a Renaissance princeling than a priest. However, as Renaissance princelings went, you could do worse than to have been ruled by someone like Wolsey. And if you were a king, you would be blessed to have a lieutenant as diligent in his work as the Cardinal. Granted, Wolsey did amass a large fortune for himself, but he frequently patronized the arts, education and the poor, pursued some governmental reforms, and deftly maintained England's position in the turbulent diplomacy of the time. He was also much more forgiving in questions of religious dissent than someone like Thomas More. Wolsey was the most powerful man in England at his apex, and the nobility hated it for him because his origins were common. So long as he had Henry's favor, Wolsey was untouchable and the nobility couldn't move against him. But the royal favor came to an end as Henry's marriage to Catherine of Aragon was unable to produce a son. Since Catherine had previously (and briefly) been married to his older brother Arthur before Arthur's death, Henry became convinced (or succeeded in convincing himself) that his marriage was cursed by God for violating the prohibition against sleeping with your brother's wife in the book of Leviticus. His eye had already fallen on Anne Boleyn and Henry wanted an annulment and not a divorce in his marriage with Catherine. In the eyes of God, he would never have been married at all, and then he could marry Anne Boleyn with a clear conscience. Here, Wolsey's gift for diplomacy failed him, but perhaps it was an impossible task. Catherine of Aragon was the aunt of Emperor Charles V, who at the time was the most powerful man in Christendom. All of Wolseley's efforts to persuade the pope to annul the marriage failed, partly because the pope had already given Henry VIII dispensation to marry his brother's widow. Wolsey's failure eroded his support with the king. Anne Boleyn likewise hated Wolsey partly because she believed he was hindering the annulment, and partly because he had blocked her from marrying the Earl of Northumberland years before she had her eyes set upon Henry. Finally, Henry stripped Wolsey of his office of Lord Chancellor, and Wolsey retired to York to take up his role as archbishop there. Wolsey's popularity threatened Henry and Anne, so Henry summoned him back to London to face treason charges. Perhaps fortunately for Wolsey, he died of natural causes on the journey back to London. His replacement as Lord Chancellor was Thomas More, the next of our major for Thomases. #2: Thomas More. More was an interesting contrast-a Renaissance Humanist who remained a staunch Catholic, even though Renaissance Humanists in general tended towards proto-Protestantism or actual Protestantism. He was also in some ways oddly progressive for his time. He insisted on educating his daughters at a time was considered pointless to educate women about anything other than the practical business of household management. Anyway, More's training as a lawyer and a scholar led him to a career in government. He held a variety of posts under Henry VIII, finally rising to become the Lord Chancellor after Wolsey. In the first decades of his brain, Henry was staunchly Catholic and despised Protestantism, in particular, Lutheranism in general and Martin Luther in particular. In 1521, Henry published "Defense of the Seven Sacraments" against Luther, and More helped him write it to an unknown degree. In their dislike for all forms of Protestantism, More and Henry were in harmony at this point. More was involved in hunting down heretics (i.e. Protestants) and trying to convince them to recant. During his time as the Lord Chancellor, More ended up sending six people to be burned at the stake for heresy, along with the arrest and interrogations of numerous others. This rather clashes with his "humanist man of letters" aspect, but More was undoubtedly convinced he was doing the right thing. And while he might have believed in education, he most definitely did not believe in freedom of conscience in several areas. To be fair to More, in the view of many at the time, Protestants, especially Anabaptists, were dangerous radicals. Likely More viewed hunting heretics in the same way as some modern politicians view hunting down covert terrorist cells or surveilling potential domestic terrorists. Harsh measures true, but harsh measures allegedly necessary for the greater good of the nation. However, the concord between More and Henry would not last. Henry wanted to set aside Catherine of Aragon and marry Anne Boleyn, which More staunchly opposed. More especially opposed Henry breaking away from Rome and becoming head of an independent English Church. At first, More was able to save himself by maintaining his silence, but eventually Henry required all of his subjects take an oath affirming his status as head of the church. Thomas Cromwell famously led a deputation to try and change More's mind, but he failed. More refused, he was tried on specious treason charges, and beheaded in 1535. Later, the Catholic church declared him the patron saint of politicians. This might seem odd given that he oversaw executions and essentially did thought police stuff against Protestants, but let's be honest-it's rare to see a politician even mildly inconvenience himself over a point of principle, let alone maintain it until death when he was given every possible chance to change his mind. Probably the most famous fictional portrayals of More are A Man For All Seasons and Wolf Hall. I would say that A Man For All Seasons was far too generous to More, but Wolf Hall was too harsh. #3: Now for the third of our four Thomases, Thomas Cromwell. After Wolsey's fall and More's refusal to support Henry's desire to either annul his marriage to Catherine or to make himself head with the church so he couldn't annul the marriage, Thomas Cromwell rose become Henry's new chief lieutenant. Cromwell is both a fascinating but divisive figure. For a long time, he was cast as the villain in Thomas More's saga, but Hillary Mantel's Wolf Hall really triggered a popular reevaluation of him. Like A Man For All Seasons was too generous to More, I would say Wolf Hall was too generous to Cromwell. Nonetheless, I suspect Cromwell was and remained so divisive because he was so effective. He got things done on a scale that the other three Thomases of the English Reformation never quite managed. Cromwell's origins are a bit obscure. It seems he was either of non-noble birth or very low gentry birth and his father Walter Cromwell was a local prosperous tradesman in a jack of all trades with a reputation for litigiousness. For reasons that are unclear, Cromwell fled his birthplace and spent some time in continental Europe, possibly as a mercenary soldier. He eventually made his way to Italy and started working for the merchant families there, gaining knowledge of trade in the law, and then traveled to the Low Countries. When he returned to England, he became Cardinal Wolsey's right hand man. After Wolsey's fall, Cromwell went into Parliament and defended his master whenever possible. This loyalty combined with his significant talent for law and administration caught the eye of Henry and he swiftly became Henry's right-hand man. Amusingly, Cromwell never became Lord Chancellor like More or Wolsey, but instead accumulated many lesser offices that essentially allowed him to carry out Henry's directives as he saw a fit. Unlike More and Wolsey, Cromwell had strong Protestant leanings and he encouraged the king to break away from the Catholic Church and take control of the English Church as its supreme head. Henry did so. His marriage to Catherine of Aragon was nulled. The rest of Europe never accepted this until Catherine died of illness and it became a moot point. In 1533, he married Anne Boleyn. Like Cromwell, Anne had a strong Protestant bent and began encouraging reformers to take various offices and began pushing Henley to make more reforms than he was really comfortable doing. For example, Cromwell was one of the chief drivers behind the English Bible of 1539. This, combined with Anne's inability to give Henry a son, contributed to Anne's downfall. Unlike Catherine, she was willing to argue with Henry to his face and was unwilling to look the other way when he wanted a mistress, and this eventually got on Henry's nerves. Events are a bit murky, but it seems that Henry ordered Cromwell to find a way he could set aside Anne and Cromwell complied. Various men, including her own brother, were coerced and confessing to adultery with Anne on charges that were most likely fabricated and Anne's "lovers" and Anne herself were executed for treason in 1536. Cromwell had successfully used a technique that many modern secret police organizations and dictatorships employ- if you want to get rid of someone for whatever reason, accuse them of a serious crime, coerce them to a confession, and then have them executed. Joseph Stalin did basically the same thing when he purged the Old Bolsheviks after Lenin's death. Henry married Jane Seymour shortly after Anne's execution, and she finally gave Henry his long-waited son, though she died soon afterwards of postpartum complications. Cromwell also oversaw the dissolution of the English monasteries in the 1530s. Monasticism had become quite unpopular even before the Reformation, especially among humanist writers. The concentration of property in the hands of monasteries made for a ripe target. Using Parliament and with Henry's approval, the monasteries of England were dissolved, the monks and nuns pensioned off, and the various rich properties held by the monasteries were given to the king and his friends. Cromwell himself profited handsomely. This was essentially legalized theft, but there was nothing the monasteries could do about it. Cromwell pushed for more religious reforms, but that combined with the dissolution of the monasteries caused "The Pilgrimage of Grace" in 1537, a rebellion that Henry was able to put down through a combination of lies, stalling, outright bribery, and brutal repression under the Duke of Norfolk (more about him later). Cromwell was at the zenith of his power and influence, but his reformist bent and made him a lot of enemies. For that matter, Henry was increasingly uncomfortable with further religious changes. He wanted to be head of his own church, but essentially his own Catholic Church, not his own Reformed or Lutheran one. Cromwell's alignment with the reform cause gave his more traditionalist enemies a tool to use against him. Cromwell's foes had their chance in 1540 when Henry married his fourth wife, Anne of Cleves. Cromwell had heavily pushed for the match, hoping to make an alliance with the Protestant princes of Germany against the Catholic Holy Roman Emperor. For whatever reason, Henry took an immediate dislike to Anne and never consummated the marriage, which was swiftly annulled and Anne pensioned off. Henry blamed Cromwell for the failed marriage and Cromwell's enemies, particularly Duke of Norfolk and Bishop Gardiner of Winchester, were able to convince Henry to move against him. Cromwell was arrested, stripped of all the titles and property he had amassed, and executed in July of 1540. The sort of legal railroading process he had born against Anne Boleyn's alleged lovers and numerous other enemies of Henry's was used against him. This was one of the very few executions Henry ever regretted. Within a year, the French ambassador reported that Henry was raging that his counselors had misled him into putting to death the most faithful servant he had ever had. Once again, nothing was ever Henry's fault in his own mind. The fact that Henry allowed Cromwell's son Gregory to become a baron and inherit some of his father's land shows that he likely changed his mind about the execution. For once in his life, Henry was dead on accurate when he called Cromwell his "most faithful servant". He never again found a lieutenant with Cromwell's loyalty and skill. The remaining seven years of Henry's reign blundered from setback to setback and all the money Henry obtained from the dissolution of the monasteries was squandered in indecisive wars with France and Scotland. I think it's fair to say that the English Reformation would not have taken the course it did, if not for Cromwell. As ruthless and as unscrupulous as he could be, he nonetheless did seem to really believe in the principles of religious reform and push such policies whenever he could do so without drawing Henry's ire. #4: Now the fourth of our four major Thomases, Thomas Cranmer. If Thomas Cromwell did a lot of the political work of the English Reformation, then Thomas Cranmer wrote a lot of its theory. Cranmer was a scholar and something of a gentle-minded man, but not a very skillful politician. He seemed happy to leave the politicking to Cromwell. I think Cranmer would have been a lot happier as a Lutheran pastor in say, 1950s rural Nebraska. He could have married a farmer's daughter, had a bunch of kids, and presided at weddings, funerals, and baptisms where he could talk earnestly about Jesus and Christian virtues, and he probably would have written a few books on obscure theological points. But instead, Cranmer was destined to play a significant part in the English Reformation. He started as a priest and a scholar who got in trouble for marrying, but when his wife died in childbirth, he went back to the priesthood. Later, he became part of the team of scholars and priests working to get Henry's marriage to Catherine of Aragon annulled. While he was at university and later in the priesthood, he became fascinated by Lutheran ideas and became a proponent of reform. As with Cromwell, Henry's desire to marry Anne Boleyn gave Cranmer his great opportunity. Anne's family were also in favor of reform, and they arranged for Cranmer to become the new Archbishop of Canterbury. The new archbishop and the like- minded clerics and scholars laid the legal and theological groundwork for Henry to break with Rome and become head of the English church with Cranmer and the rest of the reform faction wanted to be used to push for additional church reforms. He survived the tumults of Henry's reign by total loyalty to the king – he mourned Anne Boleyn, but didn't oppose her execution (though he was one of the few who mourned for her publicly), did much the same when Cromwell was executed, and personally sent news of Catherine Howard's adultery to the king. Because of that, Cranmer had a great chance to pursue the cause of reform when Henry died and his 12-year-old son Edward VI became King. Edward's uncle Edward Seymour acted as the head of the King's regency council, and Seymour and his allies were in favor of reform. Cranmer was at last able to steer the English church in the direction of serious reform, and he was directly responsible for writing the Book of Common Prayer and several other key documents of the early Anglican church. But Cranmer's of luck ran out in 1553 when Edward VI died. Cranmer was part of the group that tried to put the Protestant Lady Jane Grey on the throne, but Henry's daughter Mary instead took the crown. Mary had never really wavered from her Catholicism despite immense pressure to do so, and she had last had a chance to do something about it. She immediately brought England back to Rome and started prosecuting prominent reform leaders, Cranmer among them. Cranmer was tried for treason and heresy and sentenced to be burned, but that was to be commuted if he recanted his views in public during a sermon, which he did. However, at the last minute, he thunderously denounced his previous recantation, asserted his reformist faith, and vowed that he would thrust the hand that signed the recantation into the flames first. Cranmer was immediately taken to be burned at the stake, and just as he promised, he thrust his hand into the flames, and his last word is that he saw heaven opening and Jesus standing at the right hand of God. Cranmer had spent much of his life trying to appease Henry while pushing as much reform as possible, but in his final moments, he had finally found his defiance. When Mary died and Elizabeth took the throne, she returned England to Protestantism. Elizabeth was much more pragmatic than her half siblings and her father ever were, so she chose the most expedient choice of simply rolling the English church back to as it was during Edward VI's time. Cranmer's Book of Common Prayer and religious articles, lightly edited for Elizabeth's sensibilities, became the foundational documents of the Anglican church. So these four Thomases, Thomas Wolsey, Thomas More, Thomas Cromwell, and Thomas Cranmer were central to the events of the English Reformation. However, we have one bonus Thomas yet. Bonus Thomas: Thomas Howard, the Duke of Norfolk. Thomas Howard was a powerful nobleman during the reign of Henry, and the Duke of Norfolk was frequently Henry's lieutenant in waging various wars and putting down rebellions. He was also the uncle of Anne Boleyn and Catherine Howard, Henry's second and fifth queens. He was also involved in nearly every major event of Henry's reign. So with all that, why isn't Norfolk as remembered as well as the other four Thomases of the English Reformation? Sometimes a man would be considered virtuous by the standards of the medieval or early modern age, yet reprehensible in ours. For example, for much of the Middle Ages, crusading was considered an inherently virtuous act for a knight, whereas in the modern age, it would be condemned as war mongering with a religious veneer. However, by both modern standards and Tudor standards, Thomas Howard was a fairly odious character. For all their flaws and the morally questionable things they did, Wolsey, More, Cromwell, and Cranmer were all men of conviction in their own ways. More and Cranmer explicitly died with their faith. Cromwell's devotion to the Protestant cause got him killed since he insisted on the Anne of Cleves match. Even Wolsey, for all that he enriched himself, was a devoted servant of Henry after his downfall never betrayed the king. By contrast, Norfolk was out for Norfolk. This wasn't unusual for Tudor nobleman, but Norfolk took it to a new level of grasping venality. He made sure that his daughter was married to Henry's bastard son, Henry FitzRoy, just in case FitzRoy ended up becoming king. He used both his nieces, Anne Boleyn and Katherine Howard, to gain power and lands for himself, and then immediately turned against him once he became politically expedient. In fact, he presided over the trial where Anne Boleyn was sentenced to death. After the failure of the Anne of Cleve's marriage, Norfolk made sure to bring his young niece Catherine Howard to court to catch Henry's eye, and to use the Anne of Cleve's annulment as a lever to get rid of Thomas Cromwell. Both stratagems worked, and he attempted to leverage being the new Queen's uncle to bring himself to new power and riches, as he had with Anne Boleyn. Once Henry turned on Catherine Howard, Norfolk characteristically and swiftly threw his niece under the bus. However, as Henry aged, he grew increasingly paranoid and vindictive, and he had Norfolk arrested and sentenced to death on suspicion of treason. Before the execution could be carried out, Henry died, and Norfolk spent the six years of Edward VI's reign as a prisoner in the Tower of London. When Edward died and Mary took the throne, she released Norfolk since she was Catholic and Norfolk had always been a religious traditionalist suspicious of reform. He spent the remaining year of his life as one of Mary's chief advisors before finally dying of old age. As I often say, history can be a rich source of inspiration for fantasy writers, and the English Reformation is full of such inspiration. Wolsey, More, Cromwell, and Cranmer can all make excellent inspirations for morally ambiguous characters. For that matter, you can see why the reign of Henry VIII has inspired so many movies, TV shows, and historical novels. The real life events are so dramatic as to scarcely require embellishment. So that's it for this week. Thank you for listening to The Pulp Writer Show and thank you for listening as I went on one of my little historical digressions. I hope you found the show enjoyable. A reminder that you can listen to all the back episodes on https://thepulpwritershow.com. If you enjoyed the podcast, please leave a review on your podcasting platform of choice. Stay safe and stay healthy, and we'll see you all next week.

Preached at Rustic Venues, Wolseley, on the 26 February 2026

Preached at Rustic Venues, Wolseley, on the 27 February 2026

Preached at Rustic Venues, Wolseley, on the 27 February 2026

Preached at Rustic Venues, Wolseley, on the 27 February 2026

Preached at Rustic Venues, Wolseley, on the 28 February 2026

Today we're delighted to be joined by Michelin starred chef and restaurateur the wonderful Chris Galvin, who has been one of the important chefs in London over the last 40 years, from winning Sir Terence Conran his only ever Michelin star to launching one of the most famous restaurants in history in 'The Wolsely' with Jeremy King and Chris Corbin.Stories tumble out. Michel Roux Sr. once told a 19-year-old Chris never to take a restaurant with fewer than 70 seats. Anthony Worrall Thompson was already running a small-plates playground that felt like the future. At The Ritz, Michael Quinn flipped menus into English and put British cheese on a pedestal. Later, Chris joined Jeremy King and Chris Corbin to sketch The Wolseley after a whistle-stop tour of Europe's great cafés, locking in icons like the schnitzel and even commissioning hand-wrapped chocolate coins with pastry star Claire Clark. Sir Terence Conran's notes sharpened Chris's eye. Pierre Koffmann's grouse with ceps still sits in his personal hall of fame. It is a roll call of British gastronomy and the impact still echoes through London dining rooms.Chris is clear-eyed about the business. He tracks the return of the long lunch after the hits of Brexit, the pandemic, and a thinned-out City week. He talks about value in a Michelin-starred room, why sharing plates suit how people want to eat, and why consistency is the quiet superpower. He is honest about the ledger too, from paid-by-the-hour labor to ingredient costs that keep faith with farmers and winemakers under climate pressure. Strikes can wipe out six figures in a day. Even so, he argues the restaurant table is one of the last places we look each other in the eye, do deals, celebrate, and live fully in the moment.------Sponsor: This episode is brought to you by Blinq—POS made simple: £69/month, unlimited devices, 24/7 UK support, no contracts or hidden fees. Use code GOTOBLINQ for a free month. Got a true kitchen nightmare? Send it in—Ben's favourite wins a year of Blinq. Hosted on Acast. See acast.com/privacy for more information.

Este podcast está patrocinado por nuestros amigos de la revista CEROaCIEN que dedica… ¡Mas de 100 páginas al Mini! Que nos han servido para desmontar muchos mitos… y es que CEROaCIEN se ha convertido, para mí, en la fuente más fidedigna. ¡Solo se vende online! No la busques en el quiosco porque no la vas a encontrar. Te recuerdo que si eres garajista tienes condiciones especiales y francamente, si no estás suscrito, no sé a qué esperas… Porque… ¿Crees que el Mini se diseñó en una servilleta? ¿Qué no hubo una versión 4x4 o un dos volúmenes? ¿Crees que fue un éxito instantáneo, que era un coche para chicas o que nació con vocación deportiva? Hoy vamos a destrozar estos y muchos más mitos sobre el Mini. Vas a conocer la verdadera historia del Mini porque… ¡Esto es Garaje Hermético! Mentira 1: "El diseño del Mini nació en una servilleta". Confieso que creía en esta leyenda: Que Sir Alec Issigonis tuvo un destello de genialidad y esbozó el Mini en una servilleta. Es una imagen poética, pero falsa. Mentira 2: "El Mini fue un éxito de ventas instantáneo". Siempre que se habla de este modelo se da por supuesto que el público se enamoró del Mini desde el primer día, pero la realidad es muy diferente, pues su despegue comercial fue muy lento. Mentira 3: "El Mini nació con espíritu deportivo". El nombre Mini Cooper es sinónimo de competición, pero el coche no nació con esa vocación. Es más, su creador, Alec Issigonis, despreciaba las carreras. Mentira 4: "Todos los Minis clásicos son prácticamente iguales". Su silueta apenas cambió en 40 años, pero el Mini vivió una evolución constante. Se vendió bajo distintas marcas como Austin, Morris, Riley, Wolseley; tuvo diferentes carrocerías como el familiar Traveller, la furgoneta Van, con maletero separado y el playero Moke; y una gran variedad de motores, desde 848 cm3 hasta 1275 cm3. Mentira 5: "El Mini es un coche muy inseguro por su tamaño". Juzgar al Mini con los estándares actuales es injusto. Comparado con sus contemporáneos de los años 60, no era inseguro. Su mayor baza era la seguridad activa: su agilidad, dirección directa y frenada le permitían evitar accidentes con facilidad. Mentira 6: "BMC perdía dinero con cada Mini que vendía". Una leyenda muy extendida basada en que el margen de beneficio en los modelos básicos era ridículamente bajo, casi inexistente, debido a un error de cálculo inicial en los costes de producción. Mentira 7: "El Mini fue un coche pensado para mujeres". Su asociación con iconos de la moda como Mary Quant, creadora de la minifalda, le dio una imagen femenina, pero el Mini fue concebido como un coche universal para toda la familia. Mentira 8: "Siempre se llamó Mini". Pues no. El coche no nació como una marca llamada "Mini". En 1959, para satisfacer a las distintas redes de concesionarios de BMC, se lanzó bajo dos nombres: Austin Seven y Morris Mini-Minor. Mentira 9: "El primer Mini matriculado fue el 621 AOK". La matrícula 621 AOK es icónica, pero no pertenece al primer Mini fabricado. Este coche fue, en realidad, el primer Mini presentado a la prensa y utilizado para las fotos oficiales del lanzamiento. Por su gran exposición mediática, se quedó en la memoria colectiva como el número uno.. Mentira 10: "Gustó a todo el mundo desde el primer momento". Lejos de ser un amor a primera vista universal, la recepción inicial del Mini fue muy polarizada. Muchos periodistas y compradores potenciales lo encontraron demasiado extraño, ruidoso y espartano. Mentira 11: "El Traveller tenía una carrocería de madera". Las versiones familiares, conocidas como Traveller o Countryman, son famosas por su entramado de madera trasero. Esto ha llevado a pensar que su carrocería era de madera, incluso lo he visto escrito por compañeros… pero no es cierto. Mentira 12: "No hubo un Mini de tres volúmenes". Bueno, esto en realidad es cierto, porque no hubo uno… hubo dos. BMC lanzó en 1961 el Riley Elf y Wolseley Hornet ambos con la base del Mini, pero con un prominente maletero y un frontal con la parrilla distintiva de cada marca, creando una elegante silueta de sedán en miniatura. Mentira 12+1: "Nunca hubo un Mini 4x4". Aunque nunca se vendió al público, la idea de un Mini con tracción total existió y se desarrolló en prototipos fascinantes. El más famoso fue el "Twini", un Moke experimental con ¡dos motores!, uno delante y otro detrás, creando un 4x4 de altísimas prestaciones…

Join Gareth Mullins and Gary O'Hanlon for another delicious episode of "Dishing It Out," where they are joined by Anthony Smith, owner of the acclaimed Mr. Fox restaurant on D'OLiar Street, now boasting a Michelin star! Anthony shares his culinary journey with stories ranging from his beginnings in McDonald's to managing multiple successful ventures, including his exciting new whiskey brand. Don't miss the Cookbook Corner featuring the Wolseley cookbook that sparked Gareth's passion for classic breakfast dishes. Plus, the duo tackles your culinary conundrums—send your questions to food@goloudnow.com!

Once the most famous soldier in Britain, Sir Garnet Wolseley rose through sheer grit and genius — only to fall hard thanks to arrogance, politics, and a changing empire. Historian Stephen Manning joins me to explore the man behind the moustache in all his brilliant, baffling glory.   Stephen's book is available here - https://amzn.to/3ZsBFHT    Sign up for my newsletter here (for a free eBook on the Zulu War) - https://redcoathistory.com/newsletter/    Chris Brice's books can be found here - https://redcoathistory.com/newsletter/ 

Today we're joined by the greatest restaurateur of his generation in Jeremy King OBE, the genius behind the success of such places as; Le Caprice, The Ivy, The Wolseley, J Sheekey, Brasserie Zedel, The Delaunay and much more. For the first time ever he reveals his ind epth career story from working the floor at Joe Allens in the late 70s to becoming the most successful restaurateur in the world to his feud with Richard Caring & his fallout with his Thai investors he reveals it all. Plus we hear delightful memories of his intimate friendship with Lucian Freud, his plans to reopen the iconic Simpsons on the Strand next year, his days gokarting against Princess Diana, how he made The Ivy the coolest restaurant in the world in the 90s, the terrifying day he was chased by his psychotic head chef with a meat cleaver, recalls his rudest ever customers, reveals why you should never giveaway a majority in anything, gasps over the most shocking sexism he's ever witnessed and much much more... Plus he reveals all his secrets to industry success and what it takes to make money in todays market, so sit back, relax and enjoy his genius.  ------ Please leave us a great rating and a comment and share it with your friends - it really helps us grow as a show.  If you're in the industry and are looking for the greatest POS system in the world than look no further as Blinq are tearing up the rulebook—no long-term contracts, no hidden fees, and no per-device charges. Just £49 a month for unlimited devices and 24/7 UK-based support that's always there, in person when you need it. Built for hospitality, by hospitality, blinq is the fastest, easiest POS system on the market—so intuitive, anyone can use it. And while others take weeks to get you up and running, with blinq, you're live in just 2 hours. Join the hospitality revolution today & use the code GOTOBLINQ to get your first month free - https://blinqme.com/

People are always thirsty. Wolseley Kombucha is on track for it's best year ever. Michelle Leclerc talks about their success and what's next. In case you think this is an ordinary podcast hint, it's not - they've saved over 150,000 1L bottles from landfills.  Check out Wolseley Kombucha here: https://www.wolseleykombucha.com/Find Michelle Leclerc here: https://www.linkedin.com/in/michelle-leclair-a39382236/

In our twenty-eighth episode of Unsolved Canadian Mysteries, Kenton de Jong, Dylan Fairman and Christina Koutsi venture to the First Wolseley Cemetery. The cemetery is said to contain the graves of many early Wolseley settlers, men and women, who struggled against all odds to make the town of Wolseley possible. However, most of the wooden graves were lost to a fire in 1905, and the cemetery needed to be abandoned. The town of Wolseley began using a new cemetery instead, and this one was supposedly forgotten. This has created many stories of the cemetery being haunted by intelligent spirits, sounds of growling from the shadows, and a creepy feeling. However, when we visited the cemetery, we found it very maintained and in good condition. Many graves were missing, but the cemetery didn't have an uncomfortable vibe. It was a very well taken cared for and respected cemetery. Many interesting discoveries were made, but nothing paranormal was recorded... or was there?Come watch our second-ever on-location paranormal investigation into the First Wolseley Cemetery!

A RESTAURATEUR ON THE FLOOR. Jeremy King is a well-known London restaurateur. He created some of London's most iconic restaurants with his former business partner Chris Corbin, including The Ivy, Le Caprice and The Wolseley. In 2024 Jeremy King reincarnated Le Caprice as Arlington to great acclaim, and his latest venture is the all-day restaurant The Park. “I love clarity in a restaurant, which I feel with The Park that we have.” “I work on the basis that the food should never be deemed expensive.” “I realised it is impossible for me to see every customer when they come in, but I can see every member of staff every day, and they see every customer.”

Kevin Braun is an electrician for Amps & Volts Electric in Valparaiso, IN.  Kevin is an absolute superstar, as he sold AND installed $850K in residential electrical work in a small, largely rural market.  (And the year before, he sold and installed $750K!)  In this interview, Kevin shares his entire service call process.  Kevin does a masterful job of educating and closing homeowners, while not applying any sales pressure.  The key to his success is customizing each job to fit the life, health, and safety needs of each customer.  With Kevin's process, he gets very few objections because homeowners build their options with Kevin.  It's no surprise that he does so well.  This is a great interview for technicians or salespeople who are leery about selling.   Sales doesn't mean pushy.  Sales means listening, observing, educating, giving options, and taking great care of your customers. Show NotesThe Successful Contractor Podcast is a part of the CertainPath family.  CertainPath builds successful home service businesses—and has for 25 years.  We do it by providing contractors with a proven path to success, professional coaching, software solutions, and a member community of 1,100+ strong. Doubling your sales, with a 20% net profit, and an inspiring company culture is ALL possible.  Let us show you the way. With CertainPath, Success is Made Certain. Visit www.mycertainpath.com for more information.  FOLLOW CERTAINPATH:Facebook: https://www.facebook.com/CertainPathLinkedin: https://www.linkedin.com/company/certainpathInstagram: https://www.instagram.com/certainpath/ Thank you to our sponsors:Amana. Amana® brand is a premium brand from Daikin, the world's #1 indoor comfort solutions company with over 20,000 employees in just North America!   Originating eight decades ago, the Amana brand is synonymous with long-lasting, premium-quality products. Chances are, you and generations before you have enjoyed the dependable performance and longevity that the Amana brand continues to deliver. Today, Amana brand systems, like the new S-Series side discharge system with inverter technology, are manufactured with high-quality materials and innovative technologies. The unique design and excellent energy-efficient performance of the S-Series is a fraction of the size of other Amana brand systems. Because of its slim design, it is easy to transport and install. The Amana brand S-series system is available in AC, heat pump, and dual fuel configurations. Every Amana brand indoor comfort product is built to our highest standards. The S-series is no different. Take comfort with its 10-year parts and Lifetime Unit Replacement limited warranties*. For more information on the Amana S-Series, “Follow” the Amana brand on LinkedIn, Facebook, Instagram and YouTube.  Shubee.  Keeping your client's floors clean can be a hassle. But it doesn't have to be when you use ShuBee's high-quality shoe covers and surface protection products on every job. Our products are specifically designed to showcase your professionalism at a minimal cost per job. Made from strong, durable materials that won't rip or tear, our products ensure maximum protection. We know that your time is valuable, and that's why we make it our mission to provide you with the tools you need to get the job done quickly and efficiently. So why wait? Try ShuBee today and experience the difference for yourself! Visit www.shubee.com to check out some of our great products and use code SC10 to get 10% off all ShuBee products. Staples- Staples is the leading provider in office supplies offering a vast selection of products and services. Over the last 2 years, Staples has also become one of the US largest janitorial suppliers as well. From your everyday business essentials to your office furniture, printing, facilities and breakroom, Staples can do it all. Staples offers benefits to help create efficacies in procurement and consolidate vendors to streamline internal processes. Visit www.staplesadvantage.com for learn more.   PremierOne. PremierOne's hi-output germicidal UV is the scientifically correct solution to indoor air quality problems used by hospitals and food manufacturing facilities world-wide. We offer a complete solution to all three phases of indoor air pollution.  Produced in North America, our products have a 99.9% sucess rate due to live testing.  Each unit goes through a rigorous testing procedure during the  manufacturing process. CertainPath members earn a generous rebate when PremierOne products are purchased ONLY from authorized CertainPath distribution partners (HD Supply, Ferguson, Winsupply, Baker, R.E. Michel, and Wolseley). This allows you to double-dip the rebates too! For more information, contact Mark Mariucci at (800) 982-1840 or go to www.premieroneproducts.com.   Rheem. Founded in 1925, Rheem® innovates new ways to deliver precise temperatures while saving energy, water and supporting a more sustainable future.  Rheem is the only manufacturer in the world that produces heating, cooling, water heating, pool & spa heating and commercial refrigeration products.  For nearly a century, Rheem has been the industry leader, pioneering numerous industry firsts including smart features that meet the HVAC needs of homeowners and contractors with high-quality, sustainable, high-efficiency air conditioners, furnaces, and more.  That is why we design every new product with the Rheem 360°+1 philosophy of performance, installability, serviceability and integration.  We evaluate every detail from top to bottom, inside and out, and everything in between. We consider the work that goes into installing and servicing our products as well as how we can deliver the best homeowner experience...and then we take it further.  That's 360°+1. Go to www.rheem.com for more information. 

Grass. Cream. Garboldisham. Crowds. The South Downs. Ovaltine. Cream. Heaps of cream — cream and lawnmowers. Summer holidays in creamy Cromer. Vaulting over a stile in the country lane. Catching sticklebacks in an old tin can. Honestly, nanny, I never touched them. Piano lessons with Mrs Duckworth. Father's hands on the steering wheel. Sit up straight! Going faster and faster. Locked in the cupboard for being rude to Mrs Howlett. Take the Wolseley for a run. England. Elgar. South Downs. Bath olivers. Oh, play the game. Elbows off the table. Who's a brave soldier, then? Daddy's hands all steamy and starchy. England and cream. Creamy old England. Custard creams. Strawberries and cream. English cream. Creamy England. England. Cream. The cream of old England. Fantasy F1

Viterra announces a $35million dollar investment in its facility at Wolseley in the South East, the State Government say its stepping up support for SA beekeepers to help monitor for the deadly Varroa mite, and new research finds rural firefighters are facing more frequent and more extreme bushfires.

A Winnipeg Free Press editorial derided the residents of Wolseley for fighting City Hall, comparing them to "stereotypical Winnipeggers who staunchly oppose" new policies and are "“notoriously” resistant to change." Sounds like they opposed a bike lane, right? But this time, it wasn't about bikes. This was about buses. In Episode 2 of Season 5, you'll hear about the contempt the newspaper showed for almost 500 concerned residents of Wolseley and West Broadway. (See charts listing their concerns on ActionLine.ca.) Part 1- The contempt starts with the special interest group driving the changes. The Transit lobby demands means the City is "taking the system we have right now and blowing it up and starting over again." For Wolseley that meant bus traffic was aiming where it isn't wanted, risking homes and school kids. A 'Greenway' is no place for a bus. With no routing planned west of Arlington, users there face walking for 20 minutes to get to a stop, in winter, at night. Whose side did the Free Press take? Not the taxpayers or the actual bus users in Wolseley. Their concerns are "cultural obstinancy." The "culture" the Free Press insists taxpayers adopt is that of a group called Functional Transit Winnipeg. It had steered a moderate course under its founder, Joe Kornelson but has taken a radical turn after a former NDP politician from Calgary got involved. You'll hear key background the media- and their own website - doesn't tell you, and you'll wonder why. Then you'll hear what the editorial didn't tell readers about what's at stake. Our reports, interviews and investigations for Season 5 are better than ever- telling the stories the media won't. We earn your support! Help us reach the $5600 summer target by donating here! 16:44  Part 2 - We sample feedback about the meeting, and about the comment of FTU's Brian Pincott- who has lived in Winnipeg for all of 5 years- that the #10 is "the most inefficient route imaginable." Functional Transit Winnipeg and their allies at the Free Press dismissed faked consultation, safety issues, 20 minute walks to a stop, and labeled the residents as luddites. Is that logical? 22.00 Marty Gold exposes how the planners rigged the consultation process after Transit admitted they 'differentiate stakeholders from residents." A previous bike lane audit required the City to treat residents as stakeholders- so what gives? To boot, St. Boniface parents had no idea of the route change. A St. B school trustee laughed it off. 28:04  Forced to re-jig route plans in St. James after Kelly Ryback spoke up, promised discussions with Wolseley users were kaiboshed. One theory: "It would apparently be too disruptive because they are concerned other neighbourhoods uncovering flaws will demand the same." The effect of an Arlington route boundary on seniors, kids and women further west, and whether buses will interfere with emergency vehicles using Arlington south of Portage are valid, vital safety concerns - but not to the Functional Transit Winnipeg lobby group. The media described Pincott's position: 'the biggest challenge for the city is not getting bogged down with individual needs and wants.' Instead, Pincott wants a City hiring spree to plant cheerleaders for the master plan at bus stops. Guess how much it costs? Comments, news tips, Interac donations- martygoldlive@gmail.com The snubbing of people taking time to deal with City Hall was capped off by Public Works chair Janice Lukes. “So maybe it's a year of no transit [in some areas]" No buses for a year? MSM won't explain the impact of her cavalier gamble on going to church, shopping, getting home after basketball practice. "Maybe it's a year of transit on the greenway. It can change after a year.” As Marty points out, it could change on Tuesday at EPC, if councilors develop some backbone and represent the voters and Route 10 transit users, and not the bus lobby. Coming up: Crime and Courts Update; More with Coun. Jason Schreyer; Tuxedo Votes

On Friday's edition of SaskAgToday with Ryan Young: -A Saskatchewan-based company signed a memorandum of understanding with another company that will benefit the Town of Wolseley. -Canada's Farm Show is around the corner. -Manitoba is getting closer to finishing up seeding. -A cow was on the loose in Moose Jaw recently.

Drain Cleaning and mainline sewer replacements are lucrative businesses when you understand how to structure the pricing and have a strong selling system. It provides a critical service to customers, can generate massive profits, and creates exceptional earning potential for technicians—and they don't need licensing. However, technicians and contractors do need training, which is why CertainPath developed “Fundamentals of Drain Cleaning.”  It's a two-day technical and sales training course offered at CertainPath member's facility, Deluxe Plumbing & Heating in Bethlehem, PA…  In this interview, we talk with Missy Jones who helped build this course with Deluxe's owner & CertainPath member, Larry Shoemaker, over more than 12 months.  Missy shares a wealth of insight over this interview, giving you an inside look into the course—and the type of training you should be doing with your team.  And you'll gain some insights into how you should be communicating with homeowners, so they hire you for their drain cleaning and mainline sewer replacement jobs. Show NotesThe Successful Contractor Podcast is a part of the CertainPath family.  CertainPath builds successful home service businesses—and has for 25 years.  We do it by providing contractors with a proven path to success, professional coaching, software solutions, and a member community of 1,100+ strong. Doubling your sales, with a 20% net profit, and an inspiring company culture is ALL possible.  Let us show you the way.  With CertainPath, Success is Made Certain. Visit www.mycertainpath.com for more information.  FOLLOW CERTAINPATH:Facebook: https://www.facebook.com/CertainPathLinkedin: https://www.linkedin.com/company/certainpathInstagram: https://www.instagram.com/certainpath/ Thank you to our sponsors:Shubee.  Keeping your client's floors clean can be a hassle. But it doesn't have to be when you use ShuBee's high-quality shoe covers and surface protection products on every job. Our products are specifically designed to showcase your professionalism at a minimal cost per job. Made from strong, durable materials that won't rip or tear, our products ensure maximum protection. We know that your time is valuable, and that's why we make it our mission to provide you with the tools you need to get the job done quickly and efficiently. So why wait? Try ShuBee today and experience the difference for yourself! Visit www dot shubee dot com to check out some of our great products and use code SC10 to get 10% off all ShuBee products.  PremierOne. PremierOne's hi-output germicidal UV is the scientifically correct solution to indoor air quality problems used by hospitals and food manufacturing facilities world-wide. We offer a complete solution to all three phases of indoor air pollution.  Produced in North America, our products have a 99.9% sucess rate due to live testing.  Each unit goes through a rigorous testing procedure during the  manufacturing process. CertainPath members earn a generous rebate when PremierOne products are purchased ONLY from authorized CertainPath distribution partners (HD Supply, Ferguson, Winsupply, Baker, R.E. Michel, and Wolseley). This allows you to double-dip the rebates too! For more information, contact Mark Mariucci at (800) 982-1840 or go to www.premieroneproducts.com.   Bradford White.  Bradford White is “For the Professional” which is why they developed a For the Pro® mobile app with resources and tools at your fingertips! The contractor app is loaded with a variety of information and features to support the professional service and installation of Bradford White products. With the For the Pro® app, users can scan a Bradford White product barcode and quickly check warranty status while also having access to all related documents including I/O manuals and troubleshooting guides. Contractors can also chat with the Technical Services team within the app or access training videos while on site. The For The Pro® app is available for both iOS and Android devices through the Apple and Google app stores, download it today!  PulseM & Customer Lobby.  As a valued CertainPath member, you're well aware that the recipe for success lies in the relationships you cultivate with your customers. We understand that nurturing these relationships can be a demanding task, especially when you're immersed in the day-to-day operations of running a business – it can even become draining. But, fear not! pulseM and Customer Lobby are here to save the day. After seamlessly integrating pulseM's industry leading reputation management capabilities with Customer Lobby's robust retention platform, you won't know how you lived without them before! Whether you're focused on gathering online reviews or orchestrating targeted and timely postcards, emails, and text messages, pulseM and Customer Lobby come together to make the process of creating value at every customer touchpoint effortless. We've played a key role in helping countless CertainPath members, just like you, not only snag business but keep it for the long haul. If you're ready to build relationships that turn your customers into your biggest fans, ensuring they come back time and time again, pulseM and Customer Lobby are the secret weapons you've been waiting for. Discover our platform's capabilities with a free demo here: https://get.pulsem.me/pm-plus-certainpath. Start enhancing your customer relationships today! 

Out sports director Benny chats with Vance Weber about Wolseley being a finalist for Kraft Hockeyville! They chat all the details on what it can do for the Wolseley Sportsplex and how you can help vote. ~ Eddie Q & Reader

It's Thursday, and Eddie's having trouble keeping Easter and Thanksgiving straight! As well, Reader recaps his night at (what turned out to be) the final Melville Millionaires game of the season. It's Lady Gaga's birthday, Guy Fieri's late with the rent, the Fox FM/Harvard Media "Better Homes, Garden's, and Garages" online auction wraps up today, and Sports Guru Benny chats with a special guest, about Wolseley's quest to become Kraft Hockeyville for 2024!

It's Thursday, and today, Eddie and Reader are talking about the U.K.'s bad Wonka experience, Swift-Quakes and this weekend's Junos. As well, the Yorkton Farmer's Market is back, Wolseley is a finalist for Krat Hockeyville, and Benny stumps the guys on a town name game! And Harvard Media and Fox FM's "Better Homes, Gardens and Garages" online auction is underway,,, Get bidding, to score some great deals!

G'Day and welcome to Overdrive a program that samples as much as it can of the delight of cars and transport I'm David Brown Interview Recently there was an article in a major media outlet on whether the amount of yellow light time at traffic lights is enough. The article had some one-dimensional comments so we thought we would here from an export and in doing so raised issues of real behaviour change, a lack of corporate memory in government departments and can a technical expert survive if he has a testy attitude. We are then joined by Brian Smith and discuss Social Media Posts Some listener feedback on our social media posts: • The Chevrolet Impala from the early 1960s – An icon and large design • The 1948 Wolseley that has been in the one family since 1952. Driving a huge ute And the driving experience of a very big ute. Chevrolet Silverado. What's it like to drive and is it a perfect car for towing or simply an environmental disaster. Some highlights from the program 03:40 The technical research behind changing the length of yellow time at traffic lights in NSW. In the late 1960s, the first section of the Sydney to Newcastle Freeway was constructed between Berowra and the Hawkesbury River, but the Hawkesbury River Bridge was still the old bridge, only two lanes wide. The merging of the traffic needed lights at the bottom of a steep hill. The three second yellow timing was not enough especially for trucks. 06:05 The technical person who led the research was a bit feisty, but was technically right and had a very strong sense of morality and duty in spending public money. Could such a person survive in the public service of today. 11:09 Was there an all-red period in the signal operations and what does that mean for driver behaviour 13:01 The suggestion of increasing the yellow time is like chasing your tail to solve one issues but creating many others. 20:45 There is a desperate need to do more than look at academic research. We need to have some corporate memory of what has been done in the past so we understand the present and so that we do re-work the same issues over and over again. 22:10 How do we detect traffic and make sense of what we think is happening? Some of the technology has been around for a long time but modern possibilities have yet to prove cost effective. 33:58 Feedback from listeners and social media. A 1948 Wolseley that has been in the one family since 1952. Was part of a television documentary about General Macarthur 36:02 Feedback about some pictures of the Chevy Impala. Brians favouite toy car when he was a child 39:18 The Chevrolet Silverado Pickup. David got to drive the new one while Brian hates the very thought of it. For more information Web Site: Driven Media: drivenmedia.com.au Podcasts iTunes: Cars Transport Culture Spotify: Cars Transport Culture Facebook Cars Transport Culture Instagram Cars Transport Culture Our YouTube site Cars Transport Culture Originally broadcast 16 March 2024

In this episode, we take a close look at British Leyland through the eyes of the Rover 3500 (SD1)starts a discussion about the current state of — and scary future of — Stellantis. === Click here to join the Hagerty Driver's Club: https://bit.ly/Join-HDC-Cammisa-Rev === British Leyland was the combined entity of many, many English car brands: Austin, Land Rover, Leyland, MG, Riley, Wolseley, Vanden Plas, Princess, Jaguar, Daimler, Mini, Innocenti, Morris, Rover, Triumph, and several others. This sounds remarkably similar to today's Stellantis: Abarth, Alfa Romeo, Chrysler, Citroën, Dodge, DS, Fiat, Jeep, Lancia, Maserati, Opel, Peugeot, Ram, and Vauxhall. The curmudgeonly Carmudgeons look to see if history is about to repeat itself, exploring what went wrong with the development and production of the gorgeous Rover SD1. The Carmudgeon Show is part of the Hagerty Podcast Network Learn more about your ad choices. Visit megaphone.fm/adchoices

Estee Jaacovi has spent more than 16 years in the HVAC world, filling numerous different roles. It's in sales where she shined, having been a 3x HVAC Sales Crown Champion.  Today, Estee is a coach for CertainPath and a trainer to hundreds of multi-million-dollar producers, including some of the highest performers in the industry today.    In this show, Estee shares insights on how senior service technicians should conduct service calls. She emphasizes the importance of mental and physical preparation, making a good first impression, and building rapport with homeowners. Techniques like using a value statement, observing body language, and adapting communication styles are discussed to ease homeowner concerns and build trust. The conversation covers walking homeowners through pricing, educating them on system performance, and using visual evidence from the system for informed decisions. Estee talks about how to offer multiple repair and replacement options, use tools like the True Cost Calculator, and involve homeowners in the Comfort Survey and heat load calculations for transparency. She also talks about the psychology of presenting options, handling objections, creating urgency, and the importance of ongoing training for technicians. The goal is to ensure a professional, empathetic service visit that educates and guides homeowners through decision-making regarding their HVAC systems.   Show Notes The Successful Contractor Podcast is a part of the CertainPath family.  CertainPath builds successful home service businesses—and has for 25 years.  We do it by providing contractors with a proven path to success, professional coaching, software solutions, and a member community of 1,100+ strong. Doubling your sales, with a 20% net profit, and an inspiring company culture is ALL possible.  Let us show you the way.   With CertainPath, Success is Made Certain.  Visit www.mycertainpath.com for more information.   FOLLOW CERTAINPATH: Facebook: https://www.facebook.com/CertainPath Linkedin: https://www.linkedin.com/company/certainpath Instagram: https://www.instagram.com/certainpath/  Thank you to our sponsors: Amana. Amana® brand is a premium brand from Daikin, the world's #1 indoor comfort solutions company with over 20,000 employees in just North America!   Originating eight decades ago, the Amana brand is synonymous with long-lasting, premium-quality products. Chances are, you and generations before you have enjoyed the dependable performance and longevity that the Amana brand continues to deliver. Today, Amana brand systems, like the new S-Series side discharge system with inverter technology, are manufactured with high-quality materials and innovative technologies. The unique design and excellent energy-efficient performance of the S-Series is a fraction of the size of other Amana brand systems. Because of its slim design, it is easy to transport and install. The Amana brand S-series system is available in AC, heat pump, and dual fuel configurations. Every Amana brand indoor comfort product is built to our highest standards. The S-series is no different. Take comfort with its 10-year parts and Lifetime Unit Replacement limited warranties*. For more information on the Amana S-Series, “Follow” the Amana brand on LinkedIn, Facebook, Instagram and YouTube.   PremierOne. PremierOne's hi-output germicidal UV is the scientifically correct solution to indoor air quality problems used by hospitals and food manufacturing facilities world-wide. We offer a complete solution to all three phases of indoor air pollution.  Produced in North America, our products have a 99.9% sucess rate due to live testing.  Each unit goes through a rigorous testing procedure during the  manufacturing process. CertainPath members earn a generous rebate when PremierOne products are purchased ONLY from authorized CertainPath distribution partners (HD Supply, Ferguson, Winsupply, Baker, R.E. Michel, and Wolseley). This allows you to double-dip the rebates too! For more information, contact Mark Mariucci at (800) 982-1840 or go to www.premieroneproducts.com.   Dynamic Air Quality Solutions - Since 1982, Dynamic has been the leader in designing, manufacturing, and distributing IAQ products to the commercial and residential markets through authorized HVAC contractors.  CertainPath members receive the exclusive value add Clean Air Defense System private label to drive your brand in the market you serve. Our commitment starts with support. We provide you with World Class Industry Leading technical and communications training, face to face and online. Become a Clean Air Defense System Indoor Air Quality partner and dominate your market! Visit CleanAirDefenseSystem.com for more information. 

Die Internasionale Geregshof lewer later vandag uitspraak in die Suid-Afrikaanse regering se volksmoord-saak teen Israel. Die stryd teen die brand in die Wolseley-gebied in die Wes-Kaap woed voort. Die Reserwebank laat die rentekoers vir die vierde keer onveranderd op 8,25%.

Dave and Chris kick off the pod with a check-in on their Master of Your Domain challenge. They later play a game of Price Fixing (or Culinary Battleship), which covers the menus at afternoon tea icon the Wolseley in London, Haitian newcomer T'chaka in Oakland, and sleek-and-chic Lebanese restaurant Leila in Detroit. Dave and Chris also discuss how context and situations can determine the perception of someone's success. Hosts: Dave Chang and Chris Ying Producers: Victoria Valencia and Euno Lee Learn more about your ad choices. Visit podcastchoices.com/adchoices

Ralph H. Kilmann, Ph.D., is CEO of Kilmann Diagnostics (KD) in Newport Coast, California. In this capacity, he has created all of KD's recorded online courses and assessment tools on conflict management, change management, expanding consciousness, and quantum transformation. Ralph's online products are used by such high-profile organizations as Amazon, Bank of America, DuPont, Exxon Mobil, FedEx, GE, Google, Harvard University, JP Morgan Chase, Microsoft, NASA, Siemens, Twitter, the U.S. Army, and the World Health Organization. Ralph earned both his B.S. in graphic arts management and M.S. in industrial administration from Carnegie Mellon University in 1970, and a Ph.D. degree in the behavioral sciences in management and social systems design from the University of California, Los Angeles, in 1972. After Ralph left UCLA, he immediately began his professional career as an Assistant Professor at the Katz School of Business, University of Pittsburgh. In 1991, the faculty awarded him the George H. Love Professorship of Organization and Management, which he held until 2002, when he relinquished his tenured faculty position. Instead of staying in Pittsburgh, Ralph moved to the West Coast, since he wanted to fulfill his California Dream, which led to the creation of Kilmann Diagnostics. Ralph is an internationally recognized authority on systems change. He has consulted for numerous corporations throughout the United States and Europe, including AT&T, IBM, Ford, General Electric, Lockheed, Olivetti, Philips, TRW, Wolseley, and Xerox. He has also consulted for numerous health-care, financial, and government organizations, including the U.S. Bureau of the Census and the Office of the U.S. President. Ralph has published more than twenty books and one hundred articles. He recently completed his LEGACY BOOK, which integrates everything he has created during the past five decades of his professional life: Creating a Quantum Organization: The Whys & Hows of Implementing Eight Tracks to Long-Term Success. Ralph is also the coauthor of more than ten assessment tools, including the Thomas-Kilmann Conflict Mode Instrument (TKI). In June 2023, Ralph published his first book that is exclusively focused on his TKI assessment tool: Mastering the Thomas-Kilmann Conflict Mode Instrument: Celebrating More Than 50 Years of Resolving All Kinds of Conflicts. --- Support this podcast: https://podcasters.spotify.com/pod/show/mentors/support

Technology is an important part of everyday life. But few guests on this podcast embrace it more than Royston Da Costa. Royston, Assistant Treasurer at Ferguson Group, makes his second appearance on The Treasury Career Corner. He explains his roots in merchant banking, gives advice on using technology in treasury and explains how his work has changed since COVID. For a link to his 2019 appearance, click here. Royston joined Wolseley, now Ferguson Group, in April 2002, and managed the group's daily debt and cash requirements. In 2010, Royston drove the automation of treasury processes at Ferguson, leading to the implementation of their current treasury management system, a cloud-based solution by Coupa. He was promoted to Assistant Group Treasurer in 2016, and made responsible for the middle office, and in November 2019 assumed responsibility for the Front Office. He continues to drive forward the group's strategy on treasury technology. Royston previously worked at Sky, Gillette, PolyGram, Seagram, and Vivendi Universal. On the podcast we discussed… Royston's career updates Tech advancements since his last appearance What technology treasurers should look out for Adapting post-pandemic Why ESG is an important focus Making time for innovation Why young treasurers should stay open-minded You can connect with Royston on LinkedIn.Are you interested in pursuing a career within Treasury? Whether you've recently graduated, or you want to search for new job opportunities to help develop your treasury career, The Treasury Recruitment Company can help you in your search for the perfect job. Find out more here. Or, send us your CV and let us help you in your next career move! If you're enjoying the show please rate and review us on whatever podcast app you listen to us on, for Apple Podcasts click here! If you're interested in learning more about the fundamental pillars of treasury, download my free Corporate Treasury eBook by clicking here!

Last time we spoke about the successful execution of operation KE and the battle of Wau. Operation KE was a success and the Japanese had managed to evacuate 10652 men. Simultaneously while Operation KE was going on, the Japanese had refocused on New Guinea and sought to secure their important bases at Lae and Salamaua. In order to secure them the Japanese commenced a new offensive, this time aimed at Wau which held a significant airfield that could be used to threaten Lae and Salamaua. The Japanese managed to land significant forces to hit Wau, but the Australians tenaciously held them back long enough to get reinforcements to Wau to push the Japanese back. The Japanese offensive turned into a catastrophic failure, yet despite being pushed back the Japanese would regroup and plan another offensive to take Wau. But for today we are diving back into the CBI theater. This episode is the First Chindits Expedition: Operation Longcloth  Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.    The story of Operation Longcloth and the actions that will take place in Burma require us to talk about some notable figures, one who is to put it frankly, a very bizarre but fascinating man. Orde Wingate was born into a military family in February of 1903, his father was a religious fundamentalist who became a member of the Plymouth Brethren. Wingate and his 6 siblings experienced a very repressed childhood and were kept away from other children for fear of spiritual contamination and would endure a regime of religious mania spending entire days reading and memorizing the Old Testament. For Orde, the religious indoctrination was accompanied by a spirit-shrinking spartan regime, something like a secular boot camp. When his family moved to Godalming, in 1916, Orde was sent to a Charterhouse school. He was very much an outsider there and did not mix with the other children nor participated in any sports. Then in 1921 he was accepted into the Royal Military academy at Woolwich, training as an officer in the Royal Artillery. At this point he suffered a salient trauma, Wingate began breaking all the rules and underwent a ritual known as “running”. The other military students summoned Wingate from his room, stripped him naked and had him run between lines of senior students who whacked him with knotted towels before he was tossed into a tank of icy water, it was the good old running the gauntlet. Wingate would stare the other boys right in the eyes and define them to do their worst to him. Many were intimidated by this and ceased hitting him as a result. Then Wingate would toss himself into the icy water tank. Wingate had thus shown himself to be a student of note at an early age.  By 1923 Wingate received his commission as a gunnery officer and a post at Salisbury Plain where he soon gained a reputation for being a skilled horseman and particularly good at the fox hunt.  But many who knew of him described him to have a dark side, yet again he always broke the rules and conventions. This became more of an issue by 1926 when he took a post at the military school of Equitation where he became very alienated by his peers and superiors by his arrogant insubordination. But Wingate enjoyed a powerful patronage for at this point in his life his fathers first cousin, “Cousin Rex”, Sir Reginald Wingate, the former Governor-General of Sudan and High commissioner in Egypt took him under his wing. Wingate took leave and began studying Arabic at the London School of Oriental and African Studies and then served in Sudan and Ethiopia. He also carried on a 5 year affair with a woman named Enid Peggy Jelley, to whom he got secretly engaged. But after 6 years after boarding the liner Cathay at Port Said, returning for his marriage to Peggy, he fell in love with a 16 year old girl named Lorna Paterson who was traveling home from Australia. As soon as he got home to Peggy he notified her he was in love with another.    Wingate married Lorna in 1935, a woman 13 years younger. In 1936 Wingate became an intelligence officer with the British Mandate in Palestine and almost immediately became an ardent Zionist, though he was not himself Jewish. Palestine at this time had an enormous Jewish population since the end of the first world war and a large influx of those fleeing Nazi Germany in the 1930s. The Arab population saw them as a future threat and guerilla groups sprang up. Archibald Wavell the newly arrived commander in chief in Palestine had Wingate form the Special Night Squads (SNS) to combat Arab terrorism. Wingate was an early proponent of using paramilitary actions at night to induce a unique and singular terror in his enemies. He got the SNS to use slavering dogs, a very calculated piece of cruelty since the animals were regarded as unclean by Muslims. The SNS were basically legitimizing Zionist counterterrorism, using Jewish thugs to strike back at Arab thugs.  Wingate performed war crimes and horrible atrocities while leading the SNS and was recalled. This should have been the end to his career, but Wavell and Sir Edmund Ironside kept making up excuses to cover for criticisms against him. These two men managed to get Wingate back into the game by 1941 where he was brought over to Ethiopia to help fight against the Italians. Backed by Wavell, he attempted another go at the SNS, this time named the Gideon Force, a band of irregulars made up of British, Sudanese, Ethiopians and some ex SNS. Wingates force proved spectacularly successful and this time with no controversy. But still because of his tactlessness and insubordination, Wingate ended up getting whisked out of Ethiopia at the end of hostilities.  Wingate found himself in Cairo in a major depression, he tried to kill himself with a Ethiopian knife but was saved by a man who drove him to the hospital. There is considerable evidence to suggest Wingate was bipolar and had experienced an acute episode of downswing for his manic-depression. Wingates enemies and critiques were delighted at the news of his downfall and hoped he would be court-martialed and tossed into an asylum, but Wingates backers prompted him up yet again. His suicide attempt was attributed to delirium induced by malaria, but as Churchill's personal physician Lord Moran would write in his diary about Wingate ‘Wingate seemed to be hardly sane . . . in medical jargon a borderline case.'  Wingate was certainly a bizarre person, he was also an exhibitionist and extremely eccentric as many sources put it. He was careless in dress, always unkempt, had zero respect for military convention and hierarchy and expected his superiors to satisfy his every whim. When General Auchinlack succeeded Wavell as commander in chief in the middle east he met Wingate who came to his office in shorts, with a dirty solar topi and a greasy blue jacket. Wingate loved to go around camps naked, often appearing out of a shower nude to bark orders at other men. He liked to wear an alarm clock around his wrist that would go off on odd occasions for no particular reason that anyone could figure out. He was rarely seen with his trademark Wolseley helmet and fly whisk. He carried on a string around his neck a raw onion which he occasional snacked upon, cant make that one up people. He had a lot of food fads which he imposed upon his subordinates, such as vegetarianism. He rarely changed his clothes and thought doing laundry was unnecessary.  Wingate went through a limbo period until 1942 where Wavell asked for his services to help in South-East Asia. Originally Wingate was told he would be training Chiang kai-sheks forces guerrilla warfare and he was quite unenthusiastic for 2 reasons. 1) such an endeavor he deemed to be like teaching one's grandmother to suck eggs. 2) he wondered what the point was of sending a Middle East expert to the CBI theater? Yet as of February the 27th Wingate found himself departing to be the liberator of Delhi with the rank of major. It would take 3 weeks for him to get over to Wavell and by that time Rangoon had fallen. Wavell told him that his job had thus changed, now he would be in charge of all guerilla operations against the Japanese within Burma.Wingate was sent to Maymyo east of Mandalay to take over the Bush Warfare School being run by another colorful character named Michael Mad Mike Calvert. Calvert was coming back to Maymyo, returning from a failed operation and found Wingate sitting at his desk. Calvert glared at him and asked who he was and calmly Wingate simply stated his name. And would you know it, they got on perfectly fine and even became friends. The two men both decided their first task should be to go down to see Slim at Prome. Slim had met Wingate back in East Africa in 1940, both men serving under Wavell against the Italians. Upon discussing the matters of organized guerilla groups, Slim agreed to some of Wingates ideas but doubted his Ethiopian experience would be relevant for the task. As Slim was becoming very aware, jungle warfare in Burma was a special type of beast. Wingate was very impressed by Slim and said of the man ‘There is only one soldier worthy of the name East of Suez. He is a bad-tempered little terrier by the name of Slim.' When Chiang Kai-shek was departing back to China after a visit in March, Wingate managed to take a seat on the plan alongside him, hoping to learn about warfare in Burma from the generalissimo. However their aircraft was chased by Japanese fighters, ruining times for conversation. Wingate was informed at Chongqing that he would not be receiving Chinese fighters for his programs as they were now going to Stillwell as a result of the catastrophe in Burma. When he returned to Burma he was informed by Calvert they had sent 100 Bush warfare people into the Irrawaddy and only 11 survived, things were chaotic to say the least. Wingate then took Calvert for a week long car tour of the Burmese frontier making careful notes of animals, insects, reptiles, and terrain details. In Delhi on april 24th, Wingate announced he no longer had any interest on training a guerrilla group, but instead wanted to create a more proactive long-range penetration (LRP0 group. He had 3 major motifs for this, 1) the Japanese troops behind the lines had to be inferior to those as the front, thus the British should get behind. 2) They needed to use communications based on radio and supplied by air. 3) They had to cut the Japanese supply lines and destroy their arms dumps, thus typing up disproportionate numbers of the enemy. He continuously made his case to his superiors and many thought him nuts to think he could train men for jungle warfare in just 8 weeks time. But Wingate kept pushing for it, insisting also that all the men must be volunteers and that he needed at minimum 3000 men.  The finer points of his idea brought up the need to supply special units with airdrops, not a particularly new idea, but certainly a gung-ho one. His superiors wanted to outright reject his ideas, but Wavell yet again was championing his cause. Wingate won out the day and it was agreed to allocate men to his project. The 77th Indian brigade was formed and it was certainly a motley collection. The main British component was the 13th battalion of the King's liverpool regiment raised in Glasgow, Manchester and Liverpool in 1941. These were older, married men with no dreams of martial glory, typically employed in the coastal defense of Britain then suddenly shipped to India after the Japanese went supernova in the east. They displayed a lack of enthusiasm for Wingates ideas, many of them were also too old for jungle combat. Wingate rejected 250 of them off the bat and Wavell gave permission to fill the gaps with other units. The rest would come from two oriental units,the first being the 2nd battalion Burma rifles. These were mainly warriors from anti-Japanese hill tribes, the Kachins, Chins, Karens and such, those personally affected by Japans aggression and eager for payback. They were eager and better yet, they taught Wingate a lot about jungle warfare. The other were Gurkhas whom always held high regard amongst the British, though Wingate thought them arrogant, ill-disciplined and overrated. I find that truly bizarre, because all literature i have ever read about Gurkha's troops has been nothing, but praise and something out of a Rambo film. One historian of the Gurkhas said of Wingate ‘Wingate was the only officer in 130 years of service ever to criticise the performance of Gurkha soldiers, characterising them as mentally unsuited for their role as Chindits. Of course the same might be said of Wingate.' Likewise the Gurkhas found Wingate arrogant, overly domineering and someone who paid little heed to them who had vastly more experience fighting in Burma. They also really did not like him because of his rude and autocratic treatment of them.  Wingate divided his force into 8 columns each commanded by a major and each given 15 horses and 100 mules. The columns would be sustained by airdrops, thus an RAF signaling section was attached to each. They trained in the central provinces of India and in the Saugur jungle due south of Gwalior. Within the jungle training the idea was to hit the men with every possible scenario they might face, to push them to the absolute limit. They endured hell. Encounters with giant snakes, mosquitoes, leeches, days filled with half rations deliberately to simulate living off airdrops. Men collapsed from heat, marching with full packs through vegetation. When the monsoons hit, they were marching through mud, rivers and torrential rain. Many days began at 6am with half an hours bayonet drill, followed by unarmed combat. After breakfast they learnt woodcraft, map reading, compass reading, how to forage and distinguish poisonous plants. They learnt how to blow up bridges, lay ambushes, how to storm airfields, how to properly clear paths in jungles, it was grueling.  From the beginning of the training programme there were sickness levels allegedly as high as 70%. Wingate was ruthless, in the case of those saying they were suffering from dysentery, he ordered his officers into the bathrooms to inspect the mens stools to prove if they were lying. Amongst many of his enemies, the Medical Corps would be a large one. Wingate continued to alienate himself and made more and more enemies. At one point Wingate misunderstood the Burmese word for Lion “chinthe” as Chindit and declared it to be the name of his LRP group henceforth, thus they became known as the Chindits. His Burmese aide, Sao Man Hpa told him the word made no sense in Burmese, to which Wingate told the man Chinthe made no sense in English.  Wingate defeated the 70 percent rate of illness, bringing down to a 3 percent, via brutal methodology, most genuinely ill men simply carried on too afraid to be punished. Wingates eccentric qualities spread amongst the men, like his necessity to wear shorts in the rain, to eat raw onions, and to keep a bunch of buffalo to milk because he believed their milk had salubrious qualities. Wingate should have been sacked at countless times, but the rubicon had been crossed and he was expected to lead his men by 1943. By December of 1942, the Chindits and Wingate were ready for action. They had been trained to carry 70 pounds on a march, were equipped with tropical uniform: army bots, mosquito nets, mess tins, sterilizing kits, each man had a rifle or Bren gun plus 50 rounds of .303 ammunition and 6 days worth of rations. The rations were 12 wholemeal biscuits, 2 ounces of nuts and raisins, 2 ounces of cheese, 4 ounces of dates, 2 ounces of chocolate, 20 cigarettes (which greatly annoyed Wingate as he deemed smoking a major hinderance), tea, sugar, powdered milk, salt and vitamin C tablets. The mules of his forces carried 3 inch mortars, ammunition, wireless radio sets and batteries. His force of 8000 were divided into 8 columns of around 400 men each: consisting of 3 rifle platoons, a support platoon with 2-3 inch mortars, 2 Vickers medium machine guns, a mule transport platoon and an RAF air liaison detachment. In addition he had 10 platoons for reconnaissance, scouting and sabotage operations. Now originally Wingates force was supposed to be part of a 3 pronged offensive, utilizing conventional British forces attacking Akyab and the ARakan while the Ledo and Yunnan forces led by Stilwell would secure northern Burma and reopen the land route to China. As we all know during this series, Burma was a colossal mess. Originally 4 Corps would assault Sitang and Kalewa while 15 Corps attacked Akyab and Arakan, but shortages in labour, transport and lack of skilled hands led to the cancellation of the major project. Even worse, Chiang Kai-Shek, greatly pissed off by the decisions made during the Casablanca conference, refused to sanction a Chinese expedition from Yunnan. With all hopes for the great 1943 offensive dashed, Wavell had to consider whether the Chindits were even relevant anymore. Wavell arrived to Wingates HQ on February 7th after countlessly telling the man things were simply postponed. In a 2 hour meeting Wingate fought bitterly to send his men into the fray, but Wavell stated he could not be party to the pointless waste of lives. Wingate made multiple arguments for sending his boys in, 1) cancellation would boost defeatism in the Indian army: 2) it was essential for the British to overcome their current ignorance of Japanese jungle fighting: 3) Fort Hertz, the remaining British outpost in Burma was in desperate need of relief: 4) without a Chindit crossing, the Japanese would dominate the jungle on either side of the Chindwin river: 5) the 77th brigade was not pitch perfect and any delay would be catastrophic to morale: 6) An attack by the 77th brigade would impair and set back Japanese preparations for an offensive. Wavell apparently impressed by Wingates enthusiasm agreed to let the Chindits have their day. The Chindits were not directed south-east to help with the Arakan operation, instead their assignments were to be to cut two railways, one between Myitkyina and Mandalay in northern Burma and the other, the Mandalay-Lashio line. The codename of the operation was Longcloth, which annoyed Wingate because it held no grandiloquence he sought.  In early february the 7 Chindit columns marched south east from Imphal to Moreh on the Assam/Burma border. Once across the border they split into 2 groups, the southern group consisting of columns 1 and 2, around 1000 men and 250 mules which was a feint to throw off the Japanese and the Northern group consisting of columns 3,4,5,7 and 8, around 2000 men and 850 mules who would destroy the railways. Small patrols were sent across the Chindwin marching some 30 miles into enemy territory and coming back without any incident, however doing that with 3000 men was another matter entirely. On February 13th, an advance party of the Northern group crossed at Tonhe around 50 miles north to act as a a doubled bluff to cover for the southern groups feint. Meanwhile a disinformation party with the southern group marched south and ordered a huge quantity of supplies from a village known to be aiding the Japanese, providing a great ruse. The second wave of 2000 men from the Northern group crossed the Chindwin unopposed on the 14th.  Crossing the Chindwin was not easy, while elephants and bullocks swam across with ease, the pack mules proved very skittish, most likely fearing crocodiles. Getting them to the far bank was a nightmare. The southern group also had its problems with their mule. They had the first task of ambushing a 250 strong Japanese garrison at Maingnyaung on the 18th, but ran into a skirmish with a Japanese patrol before they made it there. The enemy was thus alerted and bombarded them with mortars, this spooked the mules and the caused a stampede. Many mules were lost in the jungle, the element of surprise with it and the fiasco cost the southern group a delay of 3 days. The southern group slowly pulled away from the hill country east of the Chindwin, making for the Mandalay-Myitkyina railway. By the night of the 3rd of March they were ambushed in the Mu valley. It was a utter disaster. Radios, ciphers and most of their equipment were lost. Column 2 was almost annihilated, column 1 limped on to the banks of the Irrawady awaiting final orders from Wingate, who instead kept blaming their commander, Major Burnett. As for column 2 he said “the disaster to No. 2 Column, was easily avoidable and would never have taken place had the commander concerned understood the doctrines of penetration”.  Meanwhile Wingate and the Northern group rendezvoused 5 miles inland from the Chindwin and received their parachute drops. Wingate then pondered his options, he could make for Tonmakeng where intelligence reported no enemy presence and wait for the next supply drop and attack the 200 strong Japanese garrison at Sinlamaung or they could bypass it and head into the Mu valley. He kept the men marching and some of his scouts reported a Japanese garrison was at a gold mining village called Metkalet 15 miles east of the Chindwin near Tonmakeng. He ordered columns 3 and 5 under Calvert and Fergusson to attack at once. Then another disaster struck. Fergusson's column got stuck in a swamp and scouts returned again with a new report that no Japanese garrison was in Matkalet after all. So Wingate and Calvert directed the columns to Tonmakeng. Wingates thinking was it was better to strike at an enemy strength he knew, rather than the Mu valley which was an unknown. They reached Tonmakeng without further incident by february 22nd and learnt a Japanese garrison was at Sinlamaung, 10 miles away so WIngate dispatched 3 columns to attack it while the rest of the men waiting for a supply drop expected 3 days away. Disaster struck. The 3 columns were unable to locate Sinlamaung after 3 days and when they finally found it on the 25th, the Japanese garrison had just pulled out. Wingate met with his officers and they decided to march to Zibyutaungdan with Calverts column 3 in the lead. On March 1st they made it to Zibyutaungdan and then proceeded to descend into the Mu Valley. Wingate then ordered the Northern group to disperse into its columns and rendezvous later at the Irrawaddy or beyond. He also dispatched an advance party across the Irrawaddy to the Kachin highlands northeast of Mandalay to try and raise a guerrilla force among the pro-british people there.  By the night of March 3rd disaster struck. At the very same time the southern group was being ambushed, column 4 walked into an ambush, 2 miles west of Pinbon. Major R.B Bromhead, a descendant of the Bromhead famous for fighting the Zulu at Rorke's drift in 1879, did his best to get his panicked mules with their Gurkha handlers to disperse and regroup at a rendezvous point hoping to get help from columns 7 and 8, but while trying to do so, the men were attacked again and by the time they reached the rallying point columns 7 and 8 had moved on. With no food or radios and just a handful of mules left, the column had no choice but to retreat back to India. Within a days time, columns 2 and 4 were broken and on their way back to India. Wingate was livid, his credibility was at stake, but fortunately for him and his men the Japanese assumed when they whipped out Column 2 they had destroyed the entire invasion effort. By March 6th, Calvert and Fergussons columns were within striking distance of the Wuntho-Indaw railway. Calvert and Fergusson hatched a bold and daring plan to assault what was a 800 strong garrison at Pinlebu. They spoke with Major Walter Scott leading Column 8 and told him to attack Punlebu while they supervised a massive supply drop north-east of the town. The idea was that the attackers and supply collectors would support another. Doing so they would set up roadblocks to the north and east of Pinlebu and call upon the RAF to bombard the town, making the Japanese believe they were facing a huge force. The attack turned into an amazing success. The Japanese were quickly confused as Calvert and Fergusson had the railway line demolished. It was a bloody fight, but the line was blown up in several places. The Japanese counterattacked in force trying to stop the demolition. Calverts men also mined 2 railway bridges, one of them a 3-span 120 footer. In the bloody mayhem, Calvert and Fergussons men killed about a third of the Pinlebu defenders and cut railway lines in 70 separate places. During the evening Fergussons column no 5 blew up the 40 foot rail bridge at Bongyaung gorge, leading also to hundreds of rock and rubble going over railway lines around the gorge. Now 10 mites north of Wuntho, Wingate established his HQ in the Babwe Taung hills. He had a tough decision to make, should he retreat back to India or press further and cross the Irrawaddy? Wingate even considered turning his HQ into a new fort like Fort Hertz, to try and push the Japanese to give up the Irrawaddy towns. Wingate as you probably have guessed went with option number 2, despite how unbelievably dangerous it was. The Japanese were hard on their tail as the Chindits made their way trying to cross the Irrawady river. This is where I have to leave our story of the Chindits, but they will come back throughout the war.  We need to make a small detour to speak about the Casablanca conference that took place from January 14 to the 24th. Chiang Kai-Shek had been begging the Americans and British for more aid. FDR told Chiang Kai-shek he would champion his demands to Churchill at the Casablanca Conference, but Churchill brushed this all aside. The conference ended with two large decisions, the first being the controversial doctrine of unconditional surrender. The allies were now confident after the success of operation Torch, the victories at Alamein and at Stalingrad that the Germans were on the run. But over in southeast asia, the Japanese looked impregnable. Thus the 2nd decision made was basically to keep the Europe First course steaming ahead, the Pacific was simply second banana. But for America, the situation in the Pacific had distinctly changed, they had won the initiative and now sought to consolidate their conquests in the east. Admiral King applied considerable pressure to the matter, in private he began urging that if the Pacific did not get 30% of allied resource quote “it would necessitate the US regretfully withdrawing from the commitments in the European theater”. Admiral King wanted to continue the momentum in the Pacific by seizing the Solomones, the eastern New Guinea-Rabaul area, capture back Kiska and the Attu islands in the Aleutians begin operations in the Gilberts, Marshalls, Carolines, take Truk and extend the occupation of New Guinea to the Dutch borders. The British opposed this as they continued to argue the best course was to defeat Germany first then devote all resources against Japan. Now as for the CBI theater, plans were continuing for Operation Anakim and the Burma offensive, but the British were not looking to extend their commitments in the theater very much. They argued that the depleted condition of the eastern fleet prevented them from carrying on a naval supremacy campaign in the Bay of Bengal, and this led Chiang Kai-shek to refuse to support an offensive through northern burma, because of the lack of British naval forces at hand. Thus operation Anakim looked like it was only going to get off in late 1943. For all the failures of the conference, FDR did try to remedy the situation as best as he could with their Chinese allies. FDR made it known he wanted to treat China as a great power that the allies would help build up for the current war and postwar. He also acknowledged the dramatic need to keep supply routes to China open. Stilwell advised 5000 tons of supplies be sent over the Hump per month as a goal to hit by February of 1943, this would require 140 aircraft during good weather and 300 aircraft during monsoon seasons. But Washington at this time could only spare 75 aircraft, another disappointment to Chiang Kai-shek. Another important side aspect to the Casablanca conference was brought forward by Generals Charles de Gaulle and Henri Giraud who were vying to become recognized partners to the allies with their Free French Forces. Until this point, the Japanese had a pretty awkward relationship with their technical ally, Vichy France. This awkward situation led them to simply ignore the Free French forces and by proxy they decided to not touch the French concession of Guangzhouwan which had declared itself part of Free France. French Indochina of course was fully invaded prior to 1941 and remained under nominal Vichy French control, but Guangzhouwan was beginning to stick out like a sore thumb. Chiang Kai-shek recognized Free France's authority over Guangzhouwan and many Chinese forces of the 4th Area Army led by General Zhang Fukui fled into the concession to escape the Japanese. This drew Tokyo's attention and they finally decided to put an end to the Free French presence in China. The 23rd army of General Sakai lent 2 battalions of the 23rd independent mixed brigade from Hong Kong to go over to the Luichow Peninsula. They landed at the village of Peichatsun on February 17th and began skirmishing with some Chinese defenders. They soon overwhelmed the defenders and seized the towns of Hsinlaitsun and Haikang, forcing the Chinese to withdraw towards Suichi. From there the Japanese continued north, seizing Suichi and Chihkan. After these seizures, the Japanese had fully encircled the French concession of Guangzhouwan. The Japanese and representatives of Guangzhouwan soon fell into negotiations and the Free French were forced to declare the concession an open city, allowing the Japanese to occupy it without a fight.   I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. The eccentric or better said madman Wingate got his wish to send the Chindits into the fray, despite just about no one other than Wavell wanting him to do so. With Onions wrapped around their necks they made their first strike against a Japanese railway and it was a surprising mixed success. 

She is the woman who clinched the 2019 interview with Prince Andrew, described as 'a plane crashing into an oil tanker, causing a tsunami, triggering a nuclear explosion'. She is many things beside: the first in her family to go to university; a trained barrister; a single mum; a master of persuasion. In her former BBC colleagues' words, she was the 'booker extraordinaire', responsible for many of Newsnight's exclusives over the past decade, including Stormy Daniels, Sean Spicer, Brigitte Hoess, Steven Seagal, Mel Greig and Julian Assange.After 12 years producing content for Newsnight, McAlister reflects with candour on her experience, sharing not just the secrets of how the best news gets made, but also the changes to the BBC, the future of 'mainstream media' in the age of clickbait and the role of power and privilege in shaping our media landscape.This is a backstage pass to the most unforgettable journalism of our times. (Waterstones)Sam met Jack at The Wolseley in Mayfair on Piccadilly, Central London.Follow and subscribe to The Booking Club:Twitter: @bookingclubpodInstagram: @bookingclubpodFacebook:@bookingclubpodTikTok: @bookingclubpod Hosted on Acast. See acast.com/privacy for more information.

Die Kaapse Wynland-distriksmunisipaliteit se brandweerdienste het bevestig dat die brand in die berge bo die R46 tussen Ceres en Wolseley opgevlam het. Twee helikopters en 'n tweede grondspan is ontplooi. Die brandweerdienste bestry nog 'n brand in die Olifantsberg-area buite Worcester, sê die woordvoerder, Jo-Anne Otto.

Die Kaapse Wynlande-distriksmunisipaliteit in die Wes-Kaap sê geen beserings of skade aan eiendom is aangemeld tydens 'n brand wat Dinsdag in die berge bo die R46 tussen Ceres en Wolseley uitgebreek het nie. Die brand is in bedwang gebring en die bedrywighede kon afgeskaal word. Die munisipaliteit se Brandweer-woordvoerder, Jo-Anne Otto, sê die twee helikopters, drie brandbestrydingsvoertuie en drie van die grondspanne het na hul basisse teruggekeer.

Die Kaapse Wynlande-distriksmunisipaliteit in die Wes-Kaap sê 73 brandbestryders is ontplooi om 'n brand in die berge bokant Waverly Hills tussen Ceres en Wolseley te blus. Die woordvoerder vir die brandweerdienste, Jo-Anne Otto, sê die brandweerspanne, saam met grondspanne van NCC, CapeNature en Henley Air het voor sononder Dinsdagaand daarin geslaag om die brand van strukture en gewasse weg te dryf en sodoende verlies aan eiendom en lewens te voorkom.

Chris and Julitha Wolseley talk a lot about discipleship in their conversation with Pastor Walton this week. Learn more about their journey of faith on this Harvest Time.

Grass. Cream. Garboldisham. Crowds. The South Downs. Ovaltine. Cream. Heaps of cream — cream and lawnmowers. Summer holidays in creamy Cromer. Vaulting over a stile in the country lane. Catching sticklebacks in an old tin can. Honestly, nanny, I never touched them. Piano lessons with Mrs Duckworth. Father's hands on the steering wheel. Sit up straight! Going faster and faster. Locked in the cupboard for being rude to Mrs Howlett. Take the Wolseley for a run. England. Elgar. South Downs. Bath olivers. Oh, play the game. Elbows off the table. Who's a brave soldier, then? Daddy's hands all steamy and starchy. England and cream. Creamy old England. Custard creams. Strawberries and cream. English cream. Creamy England. England. Cream. The cream of old England. Support the show

Our guest today says " When I hit bottom, I was physically exhausted, mentally exhausted, emotionally, spiritually, everything was I was on the just the last little thing in my tank to really hang in there. But you know, then we learned to let go... that was such a hard and now beautiful experience that I know others are feeling right now." Can you relate? If so don't miss a minute of this conversation!  BY THE TIME YOU FINISH LISTENING, YOU'LL LEARN : Why sometimes life challenges are often the blessing in disguise if we let them be What it mean to create Safe Brave Spaces for ourselves and our teams How your strengths can help fuel your success Strategies that Greg used to help organizations move forward and cultures grow that you can implement today!  Greg Smith had an extensive career working with Porter Airlines, Campbell Soup, Marriott and Wolseley, where he was known as a leader who is committed to breakthrough performance and innovation with a pragmatic business focus. He shares - in addition to my book ‘In Search of Safe Brave Spaces' and the supporting tools and resources on my website, www.safebravespaces.com, I am fortunate to have the opportunity to lead the Leadership Development and Coaching practice at Lighthouse NINE Group. I care about my community and have served on numerous boards and councils including the Daily Bread Food Bank, the Food Processors HR Council and Matthew House Refugee Settlement Center board. I am a Professional Certified Coach (Coaching Training Institute), accredited by the International Coaching Federation, a Certified Agile Coach (CAC), and accredited in numerous assessment tools including Kolbe, DISC, EQi, Hogan & Enneagram Greg's Top 5 CliftonStrengths® Themes are: Strategic, Positivity. WOO (Winning Others Over), Connectedness, Communication. This week's quote "Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom" - Viktor E. Frankl: Our Guest's Book Recommendation:In Search of Safe Brave Spaces: A Guide to Unlocking and Releasing Potential by Greg Smith Connect with Greg: instagram@safebravespaces  https://www.linkedin.com/in/greg-smith-he-him-a8774410/ Free tools - https://www.safebravespaces.com/support; Safe Brave Stories podcast - Spotify, Apple, Google podcasts and https://anchor.fm/safebravespaces; Talking Not Ranting Podcast - Spotify, Apple, Google podcasts and https://soundcloud.com/talkingnotranting __________________________________________________________________ Let's Connect!  Have questions or comments about today's episode?  Email Sheri at sheri@navigatingyourleadership.com Leave a voice message and let me know what you liked about today's message or suggest future topics.   Head over to sherimiterco.com/podcast and look for the SpeakPipe Icon (send a voicemail) on the sidebar! I'd love to hear from you!  Are you ready to Discover Your Strengths?  Schedule a call today to discuss how we can work together to help YOU maximize your potential through the power of CliftonStrengths!    Book a call!