Podcasts about woolongong

In this episode, we're joined by Woolongong artist Meadowhip! In it, she discusses the integration of her flute playing into her music career (and how it aided her recover from a near-death experience), the pressures of live performance, and the duality of her artistic identity as the 'Calamity Queen.' She shares insights on her new EP, 'Inside Out,' which features both original and reimagined acoustic versions of her songs, exploring the deeper meanings behind her lyrics and the creative process involved in her music production. In this engaging conversation, Meadowhip discusses her unconventional approach to releasing music, the challenges of navigating health issues, and how these experiences have shifted her perspective on life and creativity. She shares insights into her upcoming projects, including a potential new EP and more poetry. Thanks for listening! Be sure to subscribe for more content. Learn more about Meadowship here. Like Homebrewed on ⁠Facebook⁠ Follow Homebrewed on ⁠Instagram⁠ Watch our content on ⁠YouTube⁠ Check out our Spotify Playlists ⁠here⁠ Catch up on everything ⁠Homebrewed⁠ This episode was recorded on Darkinjung Land . Homebrewed is a podcast dedicated to supporting the Australian Music Industry. Cameron Smith and Eamonn Snow have been presenting Homebrewed since November 2017 and have received excellence awards and the admiration of local bands for their presentation of Homebrewed and their continued support of the Australian music scene. This podcast is designed so you can enjoy conversations with musicians, industry representatives and music media personalities.

Send us a Text Message.Join Colleen Ryan as she takes you on a captivating journey through her life and career in journalism. From her humble beginnings in Woolongong to her move to Sydney for university, Colleen shares the pivotal moments that shaped her path. Starting out as an accountant, she made a bold career shift into journalism, landing a role as a cadet journalist at the prestigious Financial Review.Throughout her career, Colleen crossed paths with influential figures like Max Walsh, whose mentorship and guidance left a lasting impression. She delves into the dynamic world of financial journalism, offering insights into the intricacies of reporting on the economy and business.Colleen's narrative expands beyond Australia's borders to Shanghai, China, where she spent transformative years as a journalist. She reflects on how journalism has evolved in the face of social media, discussing both its challenges and opportunities. Her perspective offers a unique glimpse into the intersection of traditional journalism and digital media, highlighting the profound impact of technological advancements on the field.Tune in as Colleen Ryan shares her remarkable journey, offering wisdom gained from decades at the forefront of financial journalism and a firsthand account of the ever-changing landscape of media.If you'd like to share your story with us or provide feedback, please contact us via email at chrishanley@byronbayfn.com 

Interview by Kris PetersWhen it comes to musical brutality they don't come more hardcore than Melbourne outfit Nicolas Cage Fighter.Rather than surround themselves with more comforting bands and music, Nicolas Cage Fighter are currently on tour with bands of the same ilk, with Western Australian 'death kill machine' Xenobiotic and 'savage death metal maniacs' Zeolite joining them for all or part of the current Hate From Pain Australian tour.Following the release of the album The Bones That Grew From Pain, Nicolas Cage Fighter have made it a personal mission to get in the ears and faces of as many people as possible and the ferocious and entertaining nature of their live performances has seen this mission already labelled a resounding success.After decimating Fremantle and Perth last weekend the metal juggernaut continues onto South East Queensland this weekend before heading to Woolongong, Sydney, Adelaide and Melbourne with frontman Nicholas Moriarty joining HEAVY earlier tonight to tell us more."They were in smaller venues, so they were actually more intimate," he said of the first round of shows completed last weekend. "It was real good. For the Freo show we weren't really too sure what to expect, purely because the venue that we locked in can be a little bit hit and miss from what we understand with turnouts and crowds, but it was real good. There was a decent amount of people that showed up in a real in your face, up front kind of venue. We were getting a lot of energy off the crowd and you could see everybody instead of being blinded by the light (laughs). It was mad. Then the Perth show afterwards was in an even smaller room and a crazy amount of movement and involvement from the crowd. We got to meet up with some guys from awesome bands. A heap of really good bands. It was a good little warm up. The first run of new shows with our new bass player Conner as well, and he crushed it. We're feeling real good."In the full interview Nicholas talks more about the tour and what to expect from the shows, having so many brutal bands on the bill, preparing for a run of shows knowing how physical they will be, last years album The Bones That Grew From Pain and how it has been received, new material and what direction it is taking, future plans and more.

The boys are back and they have a great show on deck with Brian Goorjian (NBL legend); Kerry Parker (Racing); Strebre Delovski (Wolves CEO) and much more in this massive edition of the show!

What happens when you take on a new role as CMO and develop a new marketing strategy, only to have a pandemic hit just months later? This week on the Inbound Success podcast, Planful CMO Rowan Tonkin talks about his experience since taking on the role of head of marketing at Planful. It all started with a complete rebrand (including a company name change) that was rolled out at a company meeting in January 2020, just prior to the onset of COVID. Rowan explains how a focus on the customer, and their needs and pain points, helped his team determine how and when to shift their marketing strategy, and he talks about what it means to create a new category (including why it's so important that your competitors embrace it).  Planful's ability to remain nimble and adapt to their customers' changing needs helped fuel significant increases in pipeline and revenue, much of which was driven by organic and branded search. Check out the full episode to get the details. (Transcript has been edited for clarity.) Resources from this episode: Check out the Planful website Connect with Rowan on LinkedIn Follow Rowan on Twitter Transcript Kathleen (00:00): Welcome back to the Inbound Success Podcast. I'm your host Kathleen Booth. And this week, my guest is Rowan Tonkin, who is the CMO or chief marketing officer at Planful. Welcome to the podcast, Rowan. Rowan (00:27): Thanks Kathleen for having me. Really excited to be here. I've listened to lots of episodes of inbound, and I'm really glad that I can, I can actually be on the show. Kathleen (00:35): I'm really excited to have you here. I think you have such an interesting story, especially in the last few years, and I can't wait to dig into it for listeners. Before we do that, maybe take a moment, introduce yourself, tell us who you are and your background, and also what Planful is. Rowan (00:52): So firstly, you may notice from my accent, I'm not American. I grew up in Australia in a little place called Woolongong, which is about an hour south of Sydney. And I actually started my career in, in technology in Australia, working in customer support for a marketing company back then we would provide services to agencies and white goods and brown goods manufacturers to basically get the best images for, for, for catalogs, right, for, for the things that we all receive in our, in our letterbox. And and that turned into a MRM space where I worked in pre-sales. So for those that are familiar with MRM, it's kind of like the old Asana and Monday.com and helping marketers do all that project management, budget management, things like that. I moved to London for 10 years selling MRM software, working with lots of marketers over there. Rowan (01:44): My role was increased sales and customer success and doing actually implementation work as well. And I managed to convince myself that product marketing was actually where I had most fun. So I joined product marketing and and have been in the marketing space ever since. I'm now at, at Planful. Planful is a financial planning and analysis platform for finance and accounting professionals. We basically help finance professionals basically become super agile in the way that they work by getting them out of spreadsheets and getting them into a connected and collaborative platform. And you know, my background in marketing planning, if you will, helping marketers manage their budgets has kind of translated into me telling the stories of, of those finance professionals and how they do their work for, for all of us. Right. If you think about the team of finance you know, there's the accounting team that are recording everything that happened and there's fantastic FP and A teams that are kind of helping us trying to figure out what will happen in future. Kathleen (02:47): Yeah. And speaking of what has happened and what will happen, you joined the company, was it in 2019? Is that right? Rowan (02:54): In September of 2019. Yeah. Kathleen (02:56): Yeah. So, you know, at interesting time and I know that you came on board and there was a lot of change already happening in the company. And you proceeded to, to make some really significant changes on the marketing side, and this is all happening, like on the eve of COVID, it's crazy. I say 2019 and that feels like a really long time ago, but, but it really wasn't and a lot has happened since then. So let's actually rewind the clock and start when you came in and, and what was, what were you setting out to do and what was the scenario when you joined? Rowan (03:31): Yeah, sure. So Planful had been actually called Host Analytics before that. And many of your listeners may know of Host Analytics. And we were acquired by a private equity firm in December of 2018 and they went on the search to to find a new CEO and they found someone that I'd worked with before. Grant Halloran. And Grant joined as CEO, I believe like 1st of July or something like that. And in 2019, 3 months later, he brings me in and had devised a lot of the strategy. And the strategy that we were going to to execute upon was to really focus on segments specific segments. So what we call the lower mid-market and the upper mid market and selectively play in the enterprise, right. And, and traditionally, you know, Host played across all of those segments. So we really wanted to focus. Rowan (04:24): The second thing that we wanted to do was reposition the company. The world of FP and A, and the space that we play in has a category definition called enterprise performance management or, or corporate performance management. The funny thing is only analysts talk about that. Buyers don't call it. They call it FP and A software or planning, budgeting, and forecasting. They don't, they don't call it CPM or EPM. And so and then unfortunately for Host Analytics created by Jim Eblen back in 2001, the word Host and Analytics has changed a lot in that time. Right. And so really important to us that as we repositioned, we decided to change the company name. And when you think about doing that, that's a really intense exercise. So we decided to just put the guard rail of let's do it in 12 weeks. Kathleen (05:17): Ripping the bandaid off. Rowan (05:20): Correct. Yeah. And, and so actually we did that at our company kickoff. We everyone walked into the company kickoff in January at San Diego all of the swag. Yeah. And, and everything was branded Host Analytics. Everyone got their gifts as Host Analytics in the keynote, we dropped the big reveal, switched to Planful and all the signage and everything had been changed outside the room. And everyone had new swag bags and everything like that. And at the time we, we repositioned the company to, from, from enterprise performance management to what we continuous planning. And that's now the kind of category that we, we have tried to define if you will. Now as you do that, you want to create new campaigns and new things to go to market with. And we did a lot of that and continuous planning sounds great now, after everyone's been planning for the last 18 months, but back then it was a new concept. Rowan (06:20): And we were trying to evangelize that concept and created lots of great top of funnel campaigns, ready to launch posts. That event had them live for six weeks and then the pandemic hits. And we're sitting there with this fantastic campaign that was beautiful for the moment. Beautiful for the time, very positive, very uplifting, very empowering for our audience. But as soon as the pandemic hit, that's not what they want to hear. Then like they're in, we call it the ambush they're in the ambush mode. If you think about what your finance team may have been doing in the middle of March, it was trying to figure out, are we going to thrive, survive cashflow. Kathleen (07:03): It went from, I imagine, continuous planning to crisis planning. Rowan (07:06): Effectively. Yeah. Cashflow forecasting became, you know, scenario planning. What if analysis became the, the top use cases, if you will, or the top things that finance professionals wanted to care about. Right. And capital management, liquidity, all of those things. And and so we're sitting there with this fantastic campaign that we've spent lots of money and worked with some amazing agencies on. And and the, the other thing is our audience. We're just in a bunker trying to figure out what's going on. They didn't want to talk to us. So we went very like many companies, we went very much into support mode, right? How can we help our audience through this? What can we do? And did a lot of those things, built communities, hold weekly meetings, you know, how can we support? You tried to educate them on, you know, different ways that they could use the platform. Rowan (07:59): And and, and internally I, I, I converted my product marketing team to a research analyst firm, you know, who will survive, who will thrive and, and how can we go and target those people and educate them on what we do, but the message just wasn't right. You know, selling and telling the story about continuous planning in the middle of that environment, wasn't what people wanted to hear. And so we spent you know, we spent probably too long trying to continue to evangelize that, you know, the, the commitment and consistency of like, oh, we put this great thing together. Let's just keep doing our work. Kathleen (08:39): Gosh darn it, we planted our flag in the sand. Rowan (08:42): Exactly. And so you know, I had a conversation with Grant one day and I said, I just don't think like, this is the time to, or this is the place to be pushing this message. And and, and we thought back to kind of core marketing principles, and many of your audience will know about, you know, the five stages of awareness from, from sports. Right. And so we looked at that and we said, well, where is where is continuous planning fit here? Right. Well, it fits for the most aware people are customers or people that have bought this technology before, and they really understand it. So we can keep pushing it to that audience for the completely unaware per person. It makes, it actually makes sense as a thought leadership play as a play around storytelling and, and actually evangelizing that. Rowan (09:30): But for the people in the middle, right, the people that we're actually trying to get to buy or get you know, get into our final or convince them to buy versus a competitor, it didn't work because they were trying to figure out, well, actually my pain point is not continuous planning. I kind of, you haven't really even explained what that means, what that is, how that works, you know, where am I on that journey? They want to know, how can I do scenario management? How can I do cashflow forecasting? Can I do direct method, cash flow, forecasting, or indirect method? Where are we with our, what if scenario analysis and, and those types of things. So what we did was we stepped right back and said, all right, let's create a use case strategy. Very tactical, very much at the pain point level of, of what our audience is going through. Rowan (10:22): And so, you know, as, as all businesses where, you know, we're going through, what's going to happen for us. And, and actually coming out in the back of you know, that first initial ambush, we were hitting record pipeline numbers in kind of Q3, right? Amazingly everything was going well, we had this use case campaign. It was going well, what we did tactically for that campaign was create landing pages all around. Those specific use cases, I actually used the pandemic. One of my strategies as I was planning to come to, to plan for we we'd been very much a lead acquisition company. And I wanted to use the reposition and that mode to, to move the market into demand creation mode, as opposed to lead acquisition mode. Now it was kind of good because everyone was just so focused on, you know, how many opportunities are we getting every day into our, into our funnel. Rowan (11:23): And so effectively, I was able to turn off every MQL report that we ever had which is great. And now no one really asks me about MQL. They're always asking me about, you know, opportunities. And so I was able to use that time to transition away from, you know, classic sales and marketing, talking about MQL calls. Well, now we're talking about pipeline creation and, and what we call, you know, stage one opportunities, S ones. And so during that period, I was also trying to shift our strategy away from very much, you know, purchase nurture leads, right? And, and then hopefully that they convert over time. I wanted us to move to a, build a brand, build awareness in the market and, and, you know, bring them to us. And and, and over that time, that sort of started to happen which was great. Rowan (12:18): And, and we saw the results of that in Q3. And then as the second wave of the pandemic came again in Q4 and Q4, for those that don't know, every finance professional is about to enter their either favorite or their worst time of the year planning season. And so again, you know, these people had been planning for so long Q3 was pent up demand, and then Q4 became a really hard time for us as well, because, you know, you're starting to see people get back into their planning season. And and, and, and now we're back into that mode of just really accelerated growth. I mean, we've, we've hit all of the kind of records that we would want to be hitting as a software company this year, so far growing like crazy, which is, which is really fun. And a lot of that is off the back of the fact that we really just stepped back to basics and created these use case use case plays. And so, as I was saying before, it's a landing page. It's a, an ungated demo on that landing page. It's having case studies on each of those landing pages. It's, it's the social proof inside of that. It's telling a story about how you go from use case to use case and the value chain that is associated with that for someone when they buy a platform, right? Because like most technology, we're a platform. You can do lots of things with it. Kathleen (13:40): So I have so many questions for you. Going back to the beginning, you talked about coming in and the company being founded in the early two thousands and being called Host Analytics. And what had changed in the time from when it was founded to when the PE firm bought the company. And it was funny, you, you said something along the lines of like the meaning of Host had changed. And the first thing that popped into my head was, was it that Airbnb happened and everybody thought, you know, is your company about analytics for like hosts who rent their houses out? Or like, what were you alluding to there? Rowan (14:18): Yeah, actually we'll say, let, let me start. So Host Analytics and the name was, so Jim Eblen founded the company, created the name. Back then we were taking a box into someone's office and hosting their financial analytics for it. Right. So very literal and, and Host actually means army of angels. And so that was another reason for the name, you know, the army of angels are coming to help you with your finance department. Now, you know, fast forward to 20 where hosting is now all about service providers, right. Or in your, in your mind, Airbnb? Kathleen (14:59): Well, certainly not on-prem software. Rowan (15:01): Yeah. Yeah. Correct. And actually host was the first FP and A platform, EPM platform to move to the cloud. So I think we did that in, in 2011, 2012. And and then there was a race for, for cloud financial planning platforms you know, Anaplan and, and Adaptive Insights and some other other companies came along. Rowan (15:25): And so there was this, you know, a big race for, for people to, to move to the cloud from the on-prem world. And and so Host was a big part of that, that, that race and that shift from on-prem to the cloud. And unfortunately though, like, you know, if you sit back in the middle of 2019, and you're calling someone in finance, and you say I'm from Host Analytics, the first thing that I think of is maybe Airbnb analytics, depending on their industry, or most of the time it was what you're going to analyze my cloud service usage or something like that. Like, they, they kind of be like, actually there was this cognitive dissonance that people would have, and ultimately they wanted us to like, they're like, oh, you should speak to it. This is, this is not for me, I'm in finance. Why, why are you trying to talk to me about hosting and analytics? Like so that was the major trigger there. In terms of what had changed is frankly, just cloud, on premise, all of that had changed and, and the term hosting had become synonymous with, with cloud cloud platforms, cloud software, cloud. Kathleen (16:38): Yeah. That makes a lot of sense. When I hear you talk about this, you know, the CEO was new, you came in, you were new, the company had just been acquired. And the it's the first big meeting of everyone. And you introduce a new brand and you start, like I said, earlier, you rip the bandaid off. Right. I feel like that could go in two directions as, as somebody who's been a head of marketing has navigated rebrands being the new people. If you don't play it right. It can definitely, I think exacerbate like friction, fear frustration, et cetera, amongst people who've been around for awhile. If they think, oh, this new person's coming in and they're changing everything and they haven't taken the time to like really understand us and, you know, kind of build consensus, blah, blah, blah, all that stuff. Or it could, or if you navigate it correctly, it could really engender a lot of excitement and breathe new life and et cetera. So I'm curious, how did you navigate that in a way that it built excitement and trust and momentum and didn't cause friction? Rowan (17:45): I don't think you can do a rebrand without causing friction. This is my second one that I've led. And you're going to have naysayers. I think, you know, for anyone listening, that's contemplating a rebrand. You're going to have those people that basically say, I don't like the new name. I don't like why you're changing it, what's wrong with the current name, you're going to get all of that. And, but most importantly, you've really got to focus on you know, what's the intention and why are we changing it? We weren't changing the name for, for our employees. We were changing it for our audience, for our customers. Like they, they deserve a name that is more befitting of, of what they actually do. And so for us, when I think a couple of things helped us. Rowan (18:40): So firstly Grant and myself had come from this space before and we had created, Grant,was the CMO at one of our competitors and had created a category over there. And that company is doing very well and had gone public. And so there was a perception that, okay this new CEO is coming and he knows what he's doing. I'd also led rebrands before. So, you know, able to sit there and say, Hey, I, I also know what I'm doing as part of this process. So we were able to create some trust because it wasn't, you know, the first time it wasn't a first time category creating it. Wasn't the first time rebranding. Secondly we anchored the rebrand very intentionally on our customer. And at the same time we were going through things like a rebrand at a culture level, we had a new chief people officer and she's out building a new company values, right. Rowan (19:40): For the new new company and our number one value is customers. So as you think about that, we're able to anchor on, okay, well, we now have our new values and isn't it befitting for our customers to have a name that recognizes them. And if we think about financial planning and analysis folks, they are Planful. It's a real word. It means to be rich and methodical and full of plans. And that's what our buyers and our audience and our customers are. They espouse that every day. So that was really the way that we tried to overcome a lot of that by, by making it or intentionally making it about other people, other than us, it wasn't us trying to rebrand the company. Cause we, we like rebranding companies. It's very expensive to do. It's very hard to do, and it creates lots of friction and you know, lots of people, you know, people believe and perceive that there's lots of brand equity as well. Rowan (20:40): Right. And so lots of people had those questions. Well, what about, you know, we're an 18 year old company, what about all the brand equity that we've built up? And those types of questions are really important that you have answers, which is okay, that's, that is true. Yes. but actually psychologically people move on for a rebrand really quickly. They adapt we humans, we adapt really well to things and, and also we wanted to espouse the new vision for the company. Right. And, and having a name that fits that new vision was also really important. Kathleen (21:15): Now you have mentioned a phrase a couple of times that I want to ask you about, because it's a phrase that gets thrown about a lot these days in the world of marketing and that is category creation. And I feel like it's, it's almost become this very generic term that people use for a lot of different things. So can you just explain a little bit about when you think about category creation, how do you think about it? Why did you think it made sense to do that? Because, I mean, it's something I've looked at, and I know it's, it's, it's quite an undertaking and you have to go in with your eyes open and be realistic about what you're going to be able to achieve. And then, can you just talk a little bit about your strategy for doing that in this case? Rowan (21:59): Yeah, so, I mean, I may be quite simplistic in my view of category creation, but I think you need to just think of it from your audience's perspective, your audience needs to quickly recognize what do you do and where do you play in the ecosystem? And your definition of that category, if you will, whether that's creating a sub category, if you, if you've you know, read those books from the 22 immutable laws, right. If you can't create a category, create a sub category. The that's the simple way I look at it, right? And, and we had been playing in the enterprise performance management category, and when buyers are searching for for products, they're not looking for that they're looking for planning software. So the first thing that we wanted to do as we were going through this category creation and reposition, rebranding, the company, reinvigorating you know, changing the way that the company operated new segmentation, things like that, where it's to make sure that people could find us really easily. Rowan (23:08): And so if you think about that, it's okay, well, what do you do? Well, we're in the planning space. And you know, we also have capabilities, you know, you know, in our platform for, for accountancies and things like that. But the majority of people are looking for a planning platform. So we wanted to create a category inside the planning space that play to our strengths. And so when you think about planning, what we have is some capability in our product that allows us to do that more frequently than other competitors. So that's continuous, right. And, and that had already been coined by other analysts. So we were able to basically co-opted from them and, and then use it as our position. And, and so when I think of category creation, I think we just simply think of it as, how do I want my buyer to perceive me, what ecosystem do they want to think about me in? And and then can they find our USP inside of my category description of that? Kathleen (24:11): I like it. So it's funny that you, you, you phrased it that way, because one of my questions was going to be, when you set out to do this, were you hoping that, that, you know, analyst firms would build a quadrant around you, but I really didn't hear you say that. I mean, I heard you say analysts have used the term, but it sounds like success for you. Is, are customers using the term not so much is like Gartner using the term, is that accurate? Rowan (24:34): Yeah, that's accurate. I mean Gartner have changed in our category, right. So they have gone from FP and A to what's called XP and A, and they're going to have now two quadrants for us. Other analyst firms call it the enterprise performance management category still. Now we want them to change away from that whole term because that's, that's pretty old. Now it's about 30 years old as a category. And our perception is buyers just don't use it. Consultants use it you know, us in the industry. We use it, that buyers don't use it. They don't know what it means. So we'd rather, they yes, we want them to change it, but I don't necessarily mind what they call it. And yes. Do we, do we care about being in those those quadrants, those waves, those, yes, absolutely. Rowan (25:28): But it's not about naming, like trying to define the category for an analyst. I think the, you know, this is a it's a more mature market as well. So the analysts already have their perspectives of, of what's in the market. And so our positioning was, should never really have been about trying to do that for us, like at our stage, at our maturity of market. I think if, if I was at an early stage company where there was no quadrant, yeah. You'd absolutely be trying to get them to, to redefine or create a quadrant around you having been there before you, the other thing you have to do though, is you have to go and get your competition to also call it the same thing. So that becomes interesting. Kathleen (26:13): There's no such thing as a category of one. Rowan (26:16): Yeah, correct. Kathleen (26:17): Yeah. So, so one of the other things I wanted to dig into you, you talked about you joined shortly before COVID hit, you did the rebrand, you had all these plans, then the pandemic hits and the customer's priorities started to change, and their immediate pain points started to change. Talk a little bit about how that changed, how you approached your strategy. Rowan (26:43): So the first thing I think it's really important to recognize is prior to that, you know, customers had gone through their annual planning cycle, right. And they were in the midst of rolling out and trying to operationalize their 2020 plans, you know, finance teams or like, okay, well, we've just, you know, some of them hadn't even closed Q1 yet. And normally we all joke, you know, every, every annual plan is, is dead on arrival. Well, that is even more true of 2020. Everyone's plans had been thrown out the window for a finance team's perspective though. Their first thought was, how do we make it through like firstly, a lot of customers just delay payments, right? Cashflow becomes super important. So rather than have a net 15 on invoices, my new standard is net 60 net 90, and you're trying to hold all the cash inside of your business. Rowan (27:45): Everyone's doing it to each other. And so, you know, cash becomes king. And so one of the use cases that we can operationalize with our customers is cashflow forecasting. So firstly, we wanted to make sure that customers of ours that had an implemented that use case realized that they could do that. And the other thing that became really important was speed became super important. You know customers and prospects, aren't going to want to go through a big finance transformation in the middle of a situation like that. They want things to happen fast. So we created a package of implementation services. We call Planful now, right. Get up and running in less than 30 days, make it make the, the folks that do want to buy or can buy, make them realize that it's not a, it's not a 12 month ERP implementation or CRM transformation or anything like that. Rowan (28:43): So very much focused on, okay, what can we do for people? What can we do for them right now, if it's if it's an existing customer, how can we help them with, with those key priority use cases which were cashflow forecasting for them and scenario on what if analysis, you can imagine the, what if analysis that folks needed to do in in kind of March and April of last year, that's all many companies were doing was trying to figure out what if, what if, what if, and looking at it from all sorts of lenses. Kathleen (29:14): Yeah. And then I also loved the thing that really stood out from what you said to me. Cause I really believe this so strongly is about really focusing on brand and knowing that if you, it, it, it is very much a kind of a longer play. But knowing that if you build a really strong brand, the demand is going to follow, right. People love working with brands that they love and it fo it, it functions like a magnet to pull in the right leads. A lot of times though, and I, and I've talked to other marketers, who've experienced this you can, as the head of marketing strongly believe in the power of brand but unless you work for a CEO and and you are a part of a leadership team that also believes in the power of brand, you can get a lot of pushback because it can be very tempting for those people to say, no, we just need, you know, keep the MQL flow going. And sometimes during that pivot, when you're like really shifting your focus, sometimes things can slow down as you do that, but you have to kind of like do it, knowing that you're slowing down to speed up if you will. So I'd love to hear just what your experience was with that. Rowan (30:32): Yeah. So, so firstly, I think your key point there was having a CEO that understands the power of, of brand. And I'm thankful that Grant was a CMO that is a blessing and a curse for those that ever want to go work for a CEO who has been a CMO. They can get right into the weeds as well. And that can be, you know, not as enjoyable as you want it to be. But it does mean that they understand the power of the marketing machine and you know, Grant has very similar philosophies to me on, on that. Like he's done rebrands before. He's done brand refreshes. Really cares about the power of brand. And that's a lot of what we talk about. You know, position brand, narrative, things like that. We talk about that a lot. Rowan (31:23): And so as I think about going through that exercise, it was much easier, right? I didn't have you know, it was part of why I came was I knew that we were going to get to build a brand and rebrand the company. So that was part of the excitement of joining the company was, oh, wow, we're going to do this. This is going to be fun. Now I wish, you know, I wish the timing had been different because as I said, we had a great campaign ready to go. It was really fun. And we had, you know, all this spend that we wanted to put behind it, well, in the middle of a pandemic, you know, you're not going to get the same return for that dollar. Right. As I said, our, our audience was ambushed. So we pared back a little bit responsible thing to do, make sure that we hit our growth goals in an economical way. Rowan (32:14): The, I think the second part about brand that you mentioned is the leadership team actually also valuing that. And I think that's something that I was lucky to have. Here was people that understood that this is a transformation and to do the transformation we needed the power of a brand behind it, as well as the flexibility to to really go through that change. Now, the I guess the, the benefit of doing that through the middle of the year, like 2020 is, no one knows what the numbers would have been like before. Right. Like, you know, we talk about this a lot internally, like never compare to 2020 cause who knows what those numbers should have been or could have looked like. So we always do a lot of, you know, a year over year, but year over 2019 as well. Right. Rowan (33:07): Because that was a more normalized year. Yeah. So I did get the, the lock or the the challenge of doing that through a pandemic. And that meant that no one knew what the numbers would have been anyway. So I was able to focus on what we wanted to do, right. The intentionality of, you know, the power of that brand. And so there was no, well, we're expecting this many MQL this week, this month, and you're not getting them because we weren't expecting a normal period at that time. So that was actually I won't say luxury. Kathleen (33:44): It sounds like take advantage of those black Swan events when they happen. Rowan (33:49): Take advantage of a crisis. And so frankly, that's what we were able to do. And actually, that's, that's also, when you think about how you want to build that brand, we want to do it in the most economical way possible, right? Like when I worked for a PE company, I don't just have billions and billions of dollars to spend on, on brand. So we're able to focus on the places where building a brand actually makes sense. So I have a podcast like you have a podcast, right? We very much focused on organic social and doing that in a way that is, is really powerful for us. We focused on being more creative than our competition. So as you look at our advertising, you look at our color scheme, it's very different to what's out there and that's all intentional to, to kind of be a pattern interrupt for our audience. And so those things allowed us to, I believe, build faster. You know, a lot of our competition do you use blue, right? What's a safe, trusted finance finance colors, right? Blue, everything's good, no red. We're able to use color and creativity in a way that our competitors aren't using. And so that's how we're trying to stand out to our audience. Kathleen (35:03): I love all of that. I'm a huge fan of the pattern interrupt. And it's funny because I've always, I've always worked in B2B tech and my dream has been to work for a company where I can have the primary color and our brand be purple just because nobody ever picks it. And I'm like, the fact that no one picks it is why we need to do it. Like let's pick crazy colors and go with that. But I, you know, still working on that, the dream of purple someday. Rowan (35:29): Well, I'm getting to live the dream of purple and for those that ever want to know why, why purple. Well purple actually has association with royalty, rich and richness, and wealth. So it's actually a great color for a finance company. Kathleen (35:43): Yeah. And sometimes, honestly there doesn't need to be a reason, like just the fact that it's different is great reason. Right? well, we're coming close to the end of our time. And so I want to sort of wrap up this segment of the interview by just asking, can you, are there any like results that you can speak to? Like we talked about the journey coming in and changing things up and then having to grapple with the pandemic hitting and your customer's priorities suddenly shifting, like what's, what's been the outcome of all of this so far? Rowan (36:18): Well, so I think in, in a couple of key things, so firstly right now in 2021, we our, our pipeline creation to one ratio has increased by 5%. And, and well, not by 5%, it's probably by like 150% or something silly like that, but it's a five percentage point increase if you, if you compare the two numbers. And so that means we're getting high intent buyers coming to us. And that means our deal velocity is much faster. So, so that cycle of what we're trying to create with a brand, people come to us, giving us that momentum has absolutely worked. Our website traffic is up you know and it was 180% year over year, and it's like 140% year over 2019. And, and that is all organic. So not the paid stuff, it's not paid, that's driving all the website visits. Rowan (37:16): That's, that's organic traffic. Branded search terms are up, right. So people are looking for the words like continuous planning or Planful. And, and so that's really important to us. Ultimately for me, it's about it's about revenue and, and that's up, you know, we're we're about to have a press release soon. And, you know, our, our revenue numbers, sales, bookings numbers are drastically up like year over year, but also again, you're over 2019. And so that changes significantly that marketing shift, that, that fundamental shift is starting to have the realization now. And a funny blessing is that now also lots of other organizations are using continuous planning. And I, I suspect that's because everyone planned continuously last year. So we were lucky in the fact that we kind of coined it and owned it prior to everyone realizing that that's actually, it's the new, it's the new normal. Rowan (38:19): So everyone is planning all the time and it's going to be an interesting for us planning season, because for those folks listening in marketing, go and give you a finance professional, a hug, please, because they have been going through a really, really tough time, consistently planning, planning, planning, re-planning. And now they're about to go into planning season again, which means sleepless nights for them. And we really want to make sure that we can alleviate that. And I think burnout and finance teams is something that's going to really appear soon. And we're hoping to alleviate that for, for organizations. Kathleen (38:56): Amen to that, because I work with an amazing CFO, Josh Shenker at my company clean.io, and he has been continuously planning for, since I've met him and we are already in planning for next year. So everything you just said is absolutely spot on. So shout out to Josh. All right. Shifting gears. I have two questions that I always ask my guests at the end of every interview, and I'd love to hear your answers to them the first being I, you know, and you just really gave me the perfect segue, which is that things change so quickly in every industry, marketing certainly being one of them. You know, in marketing, we have the added elements of, you know platform changes, algorithm changes, regulatory changes, et cetera, all of which affect how we do our jobs. And I think most of the marketers I talk to say that staying on top of all that is one of their biggest challenges. And so I'm curious how you do that. How do you keep yourself educated and are there certain sources you turn to, to stay on the cutting edge? Rowan (40:00): I would actually counter that and say, I, you know, you've heard me talk today. It's been a lot about brand. It's been a lot about fundamentals. And so you know, I started my career very much in the tech side, always being like, you know, very big fan of Scott Brinker's MarTech slide, and always priding myself on knowing who was what and who was who and how it was all going. And then I couldn't keep up. You know, I don't think even Scott could probably keep up. And so what I found myself gravitating back to is actually more of the fundamentals, more of the psychology, more of behavioral, you know, behavioral understanding of buyers, psychology of things like color and words, and, and coming back to basics of things like copywriting. Now I have a great team, thankfully that stay on top of all of the technology aspects, but I also see the trends going away from more relying on that technology now, you know, with all of the Apple's privacy changes and impending, Google, privacy changes and things like that. I actually think coming back to basics is, is what more of us should be doing. And so I've been doing a lot more of that, like rereading the classics and you know, going in you know, a lot of kind of persuasion and reading a lot of psychology books which has been interesting, but that's what I've been doing. Kathleen (41:20): Well, I think that's, that's so smart and I agree with that. You know, if you solve for people, you will always win. If you try to solve for machines, the machines are trying to solve for people. So you'll just be one step behind the machines, right. So solve for the people. It works every time. Second question is the, in terms of this podcast is all about inbound marketing. Is there a particular person or company that you think is really setting the bar for what it means to be a great inbound marketer these days? Rowan (41:56): So I work with Eddie Schreiner at Very Good Copy. And I think Eddie, like it, I look forward to Eddie's email every week, right. So if I think about inbound marketing, right? Yeah. That's outbound, but I'm excited to get his email all the time. And so, you know, I think someone like Eddie is out there creating demand for his services, but doing it in a way where he's consistently educating me and my team and I'm sure his audience the other folks that I really admire right now is the team at Metadata. Some of their advertising captures my attention. We talked about pattern disrupts, you know, they're doing things that other companies aren't doing. And, and even though it's, you know, it's, it's MarTech and it's one of the things that I'm not keeping up to date with. They're using more of the core principles to actually get my attention. And so I would say, you know, the, the folks there at Metadata are doing really good. Kathleen (42:55): Awesome, well, we'll have to check those out. And I also love Very Good Copy. I get that newsletter and I'm a huge fan of it. So check that out if you haven't done that already. And if you are listening and you want to get in touch with Rowan, Rowan, what is the best way for somebody to do that? Where can they find you online? Rowan (43:15): Yeah, so definitely my LinkedIn is the best for business chat. My, my Twitter, which is @RowanTonkin is mostly golf and rugby. So unless you're, unless you're in that golf, rugby and marketing cohort, I would go to my LinkedIn and simply just Rowan Tonkin. You'll, you'll find a picture of a man behind a purpose. Kathleen (43:34): All right, fantastic. Well, I'll put those links in the show notes and if you are listening and you enjoyed this episode, please consider heading to Apple Podcasts or the platform of your choice and leaving the podcast a review. And if you know somebody else, who's doing amazing inbound marketing work, tweet me at @workmommywork, because I would love for them to be my next guest. That is it for this week. Thanks so much for joining me Rowan. This was a ton of fun. Rowan (43:57): Well, my pleasure. Thanks so much, Kathleen.

Lockdown has extended - we discuss what this means for life in our diocese and across NSW. Pope Francis has recently been in hospital for a routine operation. We chat about this and what it means for the running of the Church when the Pope is out of action. Last Sunday was Sea Sunday (Stella Maris). We discuss the hidden importance of seafarers in our lives. Finally, we are joined by James Arblaster, seminarian of the Diocese of Woolongong, who shares the story of his faith (albeit in a shorter interview - the original attempt to record was effected by an internet drop-out!) You can contact us at podcast@bathurst.catholic.org.au or hit like on our Facebook page. Opening Theme Music: Derek Clegg - A Strong Will is Needed - Used under Creative Commons. Editing & Cover Art by Emily Bennett

Toàn bộ các khu vực của Sydney, Blue Mountains, Central Coast và Woolongong bắt đầu phong toả từ 6 giờ ngày 26/6 cho đến nửa đêm thứ Sáu 9/7. Lệnh phong tỏa mới nhất tại NSW nhằm giúp giới hữu trách kiểm soát được đợt bùng phát với biến chủng Delta đáng lo ngại, thế nhưng đối với nhiều các doanh nghiệp nhỏ thì đây cũng sẽ là một thách thức không nhỏ.

Back from Woolongong, Talk about Becs pro Debut, Gallen vs Browne,    @mattlrmoss86 @stand_up_guy_podcast Like, Follow, Share

The pod dial Phoenix head coack Ufuk Talay in for a chat about how life in Woolongong is tracking, the performances so far and the game against CCM. Meanwhile, the TeeDubs pop back onto the top of the table after a Wel Clasico victory.

Wellington Phoenix GM David Dome joins the pod this week to chat about setting up a new base in Woolongong and the difficulties in doing so, the red card appeals process and the A-League season so far. Elsewhere, Auckland City jump over TeeDubs into top spot in the Men's ISPS Handa Prem.

In this episode, Dan interviews Kirsten Lardner a grad student from the University of Woolongong to talk about her recent lessons using escape rooms and orienteering to help students engage with learning and become lifelong learners.Episode 66 Escape rooms and orienteering with Kirsten is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.  Join the Facebook Community Coming up with fun engaging lessons is always a great way to set students up to enjoy earning and become lifelong in this endeavour. Kirsten's lessons using escape rooms and orienteering are just an example of some fantastic lesson ideas to help engage students with their learning. Video show https://youtu.be/yFsCP2n-qPw Show Notes Episode HighlightsKey Point #1: What were your lessons like?students were solving problems and detailing how much sugar was in various drinks etcstudents showcased a deep understanding of the content and were engagedorienteering was held on the back oval, with students navigating and learning to use a map to find words relating to teamwork.Key Point #2: How does it help them become lifelong learners?Fun engaging learning activities like these help students identify new areas of knowedge and skill that they may like to explore furtherthe students enjoy their learning and engage with it, making them more likely to succeed and identify as learnersenjoying learning helps them become lifelong learnersKey Point #3: where can the listeners start?Do some research and find great resources or use Kirsten's  Resources Visit the escape room website Breakout EDU Transcript Well hi everyone and welcome again to the Effective Teaching podcast, I'm your host Dan Jackson and today is episode 66. And today I'm going to be talking with Kirsten who is a graduate student from the University of Wollongong. She's actually currently looking for a job for next year, in 2021, so if you have a position for a PDHPE teacher I highly recommend that you get in contact with Kirsten I'm sure she would really much appreciate that. Now I'm gonna say, I was chatting to Kirsten in the TeachersPD Facebook group. I put up a post just about, you know, let's celebrate teachers who have tried something new and, you know, how it went and she put up a comment about how she had done a lesson recently where she had done some an escape room and some orienteering with her year eight classes and so I thought it would be a fantastic thing to have her on the podcast to talk about what she did how it went and to talk about how that then links in with lifelong learning. So, thank you so much for joining us Kirsten.Thank you it's good to be here.So, Kirsten can you just tell us a little bit about your escape room activity that you ran with your your eight PDH class?Yep sure, so I decided to run an escape room with my year eight class and it was, it was nutrition themed, because I thought that that would allow me to develop a lot of activities and allow them to really explore the content in depth. They had already gone over some of the content of nutrition in term one so revisiting that in term four as well I felt was a good way to just solidify and deepen their knowledge of certain content in that. So, how it worked do you want to know how it worked?Yeah yeah tell us. Okay. So how it worked was ideally I would really want to develop these missions where I would put them in an envelope and hide the envelope within a classroom and then the students in groups, in small groups of about four to five, would find these envelopes around the classroom and then do their particular mission. But it didn't work out that way for me as teachers you know might find especially not having a particular room so what I ended up doing was not hiding anything because there actually wasn't really anywhere to hide these envelopes in the classroom and instead I sort of set up these s...

In this episode, Dan interviews Kirsten Lardner a grad student from the University of Woolongong to talk about her recent lessons using escape rooms and orienteering to help students engage with learning and become lifelong learners.

Scott and Adam are joined by Dr Katrina Green of Molecular Horizons and Senior Lecturer for the Illawara Health and Medical Research Institute, University of Woolongong. Scott and Adam learn about cannabinoids, terpenes and the endocannabinoid system from the bubbly yet sophisticated neuroscientist. Dr Green dispels some myths and provides some wonderful insights into the scientific interactions of cannabis and the brain.

TOTTY: Live at Black Bear Lodge, Fortitude Valley, 13 September 2019 TOTTY formed in the small town of Berrara on the south coast of New South Wales in 2016. Initially a duo consisting of Kelly Jansch on vocals/guitar and Chris Peruch on drums, their earliest songs were recorded in a shed out the back of Jansch's mother's house. Moving north to Woolongong and picking up bass player Max Piroddi, TOTTY gradually grew their live following and secured support slots with bands including Drunk Mums, Horror My Friend, Ruby Fields and Skeggs. In May 2018 TOTTY were signed to Dune Rats' Ratbag Records and released their debut EP, "Cut the Poppies". Since then they've released an additional single, Lucky, in May 2019. Recorded by Lauren Holyoak Mixed by Conner McDonald Special thanks to live engineer Tim Roberts Show production, engineering and host: Scott Mercer Originally aired via Zed Digital, 7-8pm, Sunday 10 November, 2019

So I suppose I should start the show talking about the game.How incredible is it that all I have to say is the game and we know what I’m going to talk about, even though there are other games on this weekend.For goodness sake the Kiwis play Australia in League tonight in Woolongong. Not that you’d know from the coverage. But I’m picking a great match and a Kiwi surprise.Back to rugby, there are other games except for THE game.  Tomorrow Tasman play Wellington in Nelson for the Mitre 10 Premiership, while tonight Bay of Plenty play Hawkes Bay in Rotorua for the Championship title. In the Meads Cup in Oamaru tomorrow it’s North Otago versus Wanganui. Meanwhile in Greymouth on Sunday West Coast play South Canterbury for the Lochore Cup.I’d love to be at any of those games. For the players it’s their World Cup. I like the teams. Most of them are the biggest thing in their town. I like the venues. I’m sure I’d like the crowds who will be happy in a long weekend watching games with stuff up for stakes.This is bedrock stuff for New Zealanders. Not all of them of course. But I’m sure most of us at some stage or another have put on the scarf and greatcoat and sensible shoes and pottered off to watch 80 minutes of footy.So to the game.It will be the best game in a long while. I believe it could be the best game in the World Cup ever. It will be close. It features two happy, relaxed and supremely skilled sides. Who are coached by two smart, funny human beings.Neither side seems to have nerves, just joy at the prospect of trying their best. It will be a game of millimetres and split seconds.And it will be watched by an enormous audience. Because it’s live. At 9pm. And free to air on TVNZ.I am predicting a massive audience for the state broadcaster and this is a huge fillip for free to air TV. As Mediaworks struggles and TVNZ faces a 17 million dollar loss we’ve heard that the days of free to air are over.  That no longer do we hunger for that feeling of communal participation. All of us seeing the same thing at the same time and reacting together.Tomorrow might be the last hurrah of a nation glued to TV1 but if it is what a way to go out. And here’s a question. Who’ll bother to go on the new fangled streaming newcomer when it’s there in all it’s hi def quality on humble old UHF and VHF.

1. The dramatic recent fish kill in the Murray/ Darling Basin spotlights the weak governance of the Murray/Darling river system. We talk to Rod Campbell from the Australia Institute for background on the issues involved.2. Joe Toscano gives background to the memorial held annually for Tunnerminnerwait & Maulboyheener, indigineous freedom fighters the first people hanged in the colonial state of Victoria.3 Don Sutherland talks about the arrest of Danny Lim in Sydney, the workers win over causualization at Woolongong Coal, and the Superannuation rort being touted by the Productivity Commission.We also wished to note the death of Eric Aarons a left wing warrior. Vale Eric Aarons.

This week we bask in the glory of a win, Moorsy creates a new segment - Winners and Smithers. We preview the Titans game and we talk going to Woolongong - enjoy

This week I sit down with Woolongong based artist and designer Claire Foxton. We discuss her self taught technique to learning how to paint large scale murals, her work and self branding. To see more of Claire's work, go to clairefoxton.com.au

Suddenly Naked - Shaun and his family were out on the Swan River over the weekend when his son Cooper lost his boardies AND jocks and ended up completely naked in front of everyone. Colleen was caught naked and pregnant by a neighbour and Wayne dacked his mate in a shop window.. And he wasn't wearing undies! Justine lost her top bungey jumping, Aaron was the only guy at army boot camp not wearing undies under his boardies and found out the hard way and Tracey's friends dress was caught on the chain of a swing and her whole dress came off.People are strange… Nathan popped to the shops over the weekend and when he walked out he saw a well dressed man ... playing with cockroaches. Anna went on a date yesterday and the guy told her he got a horse off and Keiran was walking to the servo at 2am when a guy tried to sell him a shovel. Natasha was on holiday in Russia when she saw a guy walking down the side of the road wearing only shoes and carrying a briefcase. Maria's daughter was at a Glory game and saw a guy pull raw meat out of a bag and start eating it!There's some bargain land for sale in Woolongong at the moment. For $10k you can get some beach side property. The catch is the lot is only 86cm long and 20cm wide. See acast.com/privacy for privacy and opt-out information.

On this episode of the show, Taron and Simon go through the weekly League of Legends, SMITE and CS:GO news, Discuss music and alcohol, and have a Discussion with Drew, the Community Engagement Officer of the University of Woolongong’s Video Game Association, to discuss what UoWVGA is, and esports in the shire as well as… Continue reading Almost Awesome Esports Episode 28

Show Notes: Snoring Children: Sleep Apnoea - Don't ignore the (gasping) snore 5 in 10 snoring children have sleep apnoea. If left undiagnosed, the resulting lack of quality sleep can lead to learning, behavioural, and mood difficulties. It is important to have it diagnosed and treated early. Listen to Dr Chris Seton, Pediatric and Adolescent Sleep Physician, explain Sleep Apnoea in Children. The Sleep Health Foundation is co-ordinating an awarenesss campaign for Sleep Awareness Week 4-10th of July 2016. Please help spread the word! Tweet, or Facebook share. Summary Sleep Apnoea makes children tired due to poor sleep quality and night wakings. Causes Bad Behaviour. Bad moods. Poor learning. Toddler behaviour and moods is bad enough as it is. Treatment can make a huge difference to the child and family. Two types of Sleep Apnoea. Central Sleep Apnoea common in premature babies, and occurs in 1-2% of full-term babies. Breathing has occasional pauses due to missing signals from the brain. Disappears about 6 or 7 months of age. Monitored using an alarm system to alert baby and parent to long pauses. Obstructive Sleep Apnoea. Typical adult apnoea. Snoring creates a blockage of the airway. Babies to Teenagers, most common in 2-5 year age group 6% of 2-5 year olds snore frequently, and about half of those have sleep apnoea. Obstructive sleep apnoea is a SIDs risk factor. Risk factors accumulate. You can mitigate the risk if you are aware of it. Obstructive Sleep Apnoea Causes of Obstructive Sleep Apnoea Associated with large tonsils and adenoids, which is largely driven by genetics. Family history of snoring and sleep apnoea makes sleep apnoea more likely. If mum or dad has sleep apnoea, 1 in 4 of your children are likely to have sleep apnoea. Agitators Smoking and allergies make sleep apnoea worse, but don't cause it. Symptoms Snoring children: Sleep Apnoea comes with frequent snoring except in very young babies or cases of central sleep apnoea. Pauses in breathing. Snoring - silence - choking or gasping sound. Observed - Sleep Apnoea is Likely. Not observed - little indication. It may just not have been heard. Children with Sleep Apnoea are more wakeful (some sleep through, but it is rare). Frequent, or long night wakings. If you suspect sleep apnoea Go to a GP or Pediatrician and advocate for a referral to a sleep study. Don't delay. The longer it goes, the worse the learning issues become, and it can lead to children being incorrectly labelled as learning disordered or ADHD. There are sleep clinics in all Australian capital cities, and in Woolongong, and Newcastle. There is also an email facility via Sleep Shack, if you want to check if symptoms warrant a sleep study. See a sleep doctor rather than ear, nose and throat surgeon, because whether surgery is recommended depends on whether it is causing sleep issues. Will they grow out of it? Tonsils and adenoids stop growing at about 4. Sleep apnoea can improve beyond 4 years old, but often gets worse for children under 4. Learning problems are reversible in toddler and preschool years, but can become permanent if sleep apnoea isn't treated prior to school. Treatments Sleep study shows where the blockage is (tonsils, adenoids, or both). The usual treatment is surgery to remove the blockage. For mild sleep apnoea, nasal sprays or singulair can help. (Not adequate for moderate or major sleep apnoea). Links Sleep Health Foundation Pediatric Sleep Disorders Clinic at Sydney Adventist Hospital Sydney Sleep Shack If you think you might have Sleep Apnoea, take this short quiz Please subscribe, rate and share! Subscribe: iTunes, RSS, or Stitcher Please leave a review: in iTunes, and Stitcher Share: Tweet, Facebook

IntroductionRichard Saunders 0:03:17Evidence Please... with Jo AlabasterJo has a message for Pauline Hanson who appeard on the 'Sunrise' TV program. 0:07:50A Week in ScienceThe Royal Institution of Australia (RiAus) is a national scientific not-for-profit organisation with a mission to bring science to people and people to science. 0:10:54Dr Rachie Reports... with Dr Rachael DunlopThis week, Dr Rachie reports on the University of Woolongong's decision to award a Ph.D for a thesis claiming that conspiracies are behind the Australian Immunisation Schedule. 0:23:40Bent Spoon for University of Wollongong? By Tim Mendham, read by Richard Saunders