Podcasts about WS

SpaceX debutta a razzo: +25%; Giornata positiva a Wall Street; Prossima settimana sarà breve (venerdì WS chiusa); Mercoledì la prima di Warsh alla Fed; Attenzione alle 4 streghe giovedì sui listini Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, we dive beak‑first into the strange world of paranormal owls- the omens, the aliens, the witches, the cryptids, and the downright unsettling human‑faced hooters lurking in folklore and modern encounters. We trace these feathered weirdos from ancient symbolism to screen‑memory UFO sightings, shapeshifters, and high‑strangeness moments that follow people home. It's eerie, it's funny, it's deeply uncomfortable, and it's exactly the kind of chaos we live for on Journey to the Fringe.Oh and the book we mentioned throught the podcast is W**********************S by ******* ********, highly recommend.

─[ INDEX ]───────────今週は6月11日から始まった2026 FIFAワールドカップを各国のユニフォームという視点のみでお話します。まこっちゃんの集めた1990年代のWカップ代表ユニフォームとともに、ユニフォームのかっこよさを紐解いていきます。あまり関心のない岡崎の素朴な疑問なども含めてアレコレと今週もこのバックヤードからお届けします。─[ S&S CLUB 発足のお知らせ]────────────いつも BACKYARD TO CLOSETをご愛顧いただきありがとうございます。この度、当ポッドキャスト番組「BACKYARD TO CLOSET」、セレクトショップ「SLOW&STEADY」、オリジナルブランド「Painted Blank」を展開するS&S が、新たにメンバーシップを開始いたしました！＝＝＝＝＝＝＝＝＝◾︎S&S CLUB⁠⁠⁠⁠⁠⁠⁠⁠https://rooom.listen.style/p/sands⁠⁠⁠⁠⁠⁠⁠⁠※ご利用にはrooomの無料アカウント登録が必要となります。＝＝＝＝＝＝＝＝＝CLUB会員になっていただくと、番組のアフタートークや、オフトーク、あるいは特別ゲストとのスペシャルなトークが聴き放題となるほか、あらゆるコンテンツが参加したその日からお楽しみいただけます。またS&S CLUBでは、主に県外にいらっしゃるリスナーの方へ向けて、「ONLINE FITTING」なるサービスも展開いたします！ONLINE FITTINGでは、実店舗とお手持ちのスマートフォンをオンラインで繋ぎ、ご自宅にいながらにして店舗での接客をいつでも体験いただけます。その他にも、限定コラムや会員限定セール、または会員限定のオンラインストアにご参加いただけるなど、実店舗 SLOW&STEADY でのお買い物も、より便利かつお得にご利用いただけるコンテンツも盛りだくさん！ぜひ、CLUB会員へのご参加を検討いただくとともに、あたらしく始まる「S&S CLUB」にご期待ください！─[ MAIL ]────────────この番組ではあなたの洋服に関するお悩みを、24時間募集しています！お便りを採用させていただいた方には番組特製ステッカーをプレゼントします。下記よりどしどしお送りください。※ご希望の方はお名前、郵便番号、ご住所、ご連絡先を明記しコメントください。⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/POST-BTC⁠─[ ABOUT ]───────────OKAZAKI｜⁠⁠https://slow-and-steady.com/⁠MAKO｜⁠⁠https://www.teuchisobamako.com/⁠(c) BACKYARD TO CLOSET / SLOW&STEADY

WS in rally, WTI sotto 87 dollari; Iran, Trump: accordo a giorni; Prezzi alla produzione al top del novembre 2022; SpaceX: prezzo di collocamento confermato a 135 dollari; Trump affida l'intelligence all'ex sceriffo di Wall Street Learn more about your ad choices. Visit megaphone.fm/adchoices

Organizational change is now a constant rather than a phase. Few stories illustrate this better than Hearst Networks' journey, as shared by Dean Possenniskie, CEO, and Lucy King, Chief People Officer, on this episode of Workplace Stories. Moving from a legacy cable business into a diversified, higher-margin media powerhouse, Hearst proves that reinvention is possible not just for startups but for well-established companies with deep roots and long histories.Hearst, an organization with a legacy and heritage, and a willingness to continually reinvent itself, has adopted the “phoenix” metaphor to frame its transformation. They've made hard choices, like closing brands, exiting joint ventures, and even shutting offices, before expanding into new partnerships with giants like Sky, Amazon, Apple, and YouTube. You will want to hear this episode if you are interested in...[07:59] Working in HR during transformations[12:36] Transitioning to full Hearst ownership[18:29] Crafting a purpose statement[21:12] Why it pays to implement a coaching mindset[25:30] Investing in learning and development[32:11] Defining company values and culture[37:08] Improving profitability and growth focus[39:16] Valuing autonomy and trust at Hearst[44:15] Encouraging innovation company-wide[47:14] Balancing governance with creative autonomyCulture at the CoreCulture is often seen as a soft layer, a set of values on a wall, or the flavor of the latest offsite. Dean Possenniskie and Lucy King see it differently: culture had to be the engine of transformation, integral to performance and strategy. One of Dean's earliest moves was to reposition the people and culture function away from finance, placing it directly alongside the CEO—a signal of culture's importance as a business driver.The results speak for themselves. While revenues declined 20%, margins grew by more than 40%, and internal workplace surveys saw “great place to work” scores leap from 53% to over 80%. This wasn't about being “nice,” but about creating a place where people could do their best work, take risks, and feel empowered.Building Change MuscleA core tenet of Hearst's approach to transformation was empowerment at every level. Lucy describes removing archaic performance systems and replacing them with coaching-centered one-to-ones, helping managers foster a sense of ownership, capability, and resilience in their teams. The organization invested in professional coaching for anyone, at any level, who requested it, a significant commitment, but one tailored for maximum impact rather than blanket sameness.This was complemented with mentoring, leveraging technology to link senior leaders with mentees across the company. This “bottom-up” ethos even shaped their AI and technology adoption: rather than mandating tools from the top, creative, programming, and scheduling teams were given room to experiment and bring forward the solutions that actually worked for them.The Power of Purpose and the “Deal”Change is unsettling, and ambiguity can erode trust. To anchor their people, the leadership spent months articulating a purpose statement—a north star for decision-making and daily work. More boldly, they introduced “our deal,” a written two-way document explaining not just what the company expected from employees, but what employees could expect in return: support, development, and clear direction.Dean describes this as adult-to-adult relationship building. It's about empowering personal leadership and ownership, backed by transparent communication—even when delivering hard messages or acknowledging failures. As they say, “we learn fast, not fail fast.” Resources & People MentionedAbout - HEARSTLeave Something on the Table: and Other Surprising Lessons for Success in Business and in Life by Frank Bennack The Problem with Change: And the Essential Nature of Human Performance Kindle Edition by Ashley Goodall Understand the network dynamics of culture'Sapiens' by Yuval Noah HarariConnect with Lucy King and Dean PossenniskieLucy King | Hearst Networks EMEA Dean Possenniskie | Hearst Networks EMEA       Connect With Red Thread ResearchWebsite: RedThread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

WS: seduta in rosso con il tech; Iran: nuove minacce di Trump; USA: inflazione al top di tre anni; SpaceX: domanda in rialzo in vista dell'IPO; Oracle: conti ok, ha speso più del previsto Learn more about your ad choices. Visit megaphone.fm/adchoices

WS mista: Nasdaq in calo con i chip; Trump minaccia l'Iran; WTI in calo;Apple: seduta peggiore da febbraio; NASA: Parmitano nell'equipaggio di Artemis III Learn more about your ad choices. Visit megaphone.fm/adchoices

WS: il Nasdaq rimbalza con i chip; Azionario USA: mercato toro intatto?; Iran, Trump tenta di salvare il cessate il fuoco; Apple delude: niente sorprese alla WWDC; SpaceX verso l'IPO: domanda doppia dell'offerta Learn more about your ad choices. Visit megaphone.fm/adchoices

This is a free preview of a paid episode. To hear more, please visit our Patreon. Ben Lindbergh and Meg Rowley banter about Shohei Ohtani’s career-year pace, how often his number of times on base has exceeded his times on base allowed in his two-way games, and his awards outlook, discuss Aaron Judge’s injury and the wide-open AL MVP race, and then (1:06:39) Stat Blast about the most former catchers in one game, Brayan Bello’s woes as a starter, clustering a team’s plate appearances in one inning, perfectly parallel pitch counts for piggybackers, long-lasting low-WAR players, where in the batting order teams tend to go back-to-back-to-belly, players with the longest streaks of having a teammate in the World Series, the most times striking out looking, the best duos drafted consecutively, and more. Audio intro: Tom Rhoads, “Effectively Wild Theme” Audio outro: El Warren, “Effectively Wild Theme” Link to FG combined WAR leaderboard Link to batting pace leaders Link to pitching pace leaders Link to Ohtani game story Link to “true win” wiki Link to “I’m the Greatest” Link to Judge injury article Link to Judge injury testing article Link to article on Judge injury impact Link to Judge quote Link to Raiders scene Link to story about Raiders scene Link to Beer Barrel Man wiki Link to Ben on Ohtani and Judge 1 Link to Ben on Ohtani and Judge 2 Link to Amtrak event Link to Crizer on scoreless innings streaks Link to The Miz on Pokémon Link to Sánchez meal plan Link to Red Sox vs. Guardians game Link to Sox catchers tweet Link to The Onion blades article Link to Ben on Padres shortstops Link to Russell on emergency catchers Link to catchers Blast text Link to catchers Blast data Link to article on first-inning scoring Link to info on first-inning scoring and HFA Link to Bello Stathead query 1 Link to Bello Stathead query 2 Link to story on Bello being optioned Link to MLBTR on Bello Link to Yankees’ 13-run inning Link to % of PA in one inning text Link to % of PA in one inning data Link to Miller-Castillo game Link to parallel pitch counts text Link to SABR on Allan Roth Link to longest-lasting players Link to consecutive-homers text Link to consecutive-homers data Link to The Human Centipede 3 wiki Link to Jágr streak tweet Link to Jágr streak post Link to Jágr wiki Link to The Rural Juror clip Link to teammate WS streaks data Link to looking-strikeouts text Link to Beltrán K Link to previous “Toothpick” Jones episode Link to draft duos data Link to harmonic mean wiki Link to Brett-Schmidt draft round Link to listener emails database Link to Emil Gumbel wiki Link to @ScoringChanges tweet 1 Link to @ScoringChanges tweet 2 Link to @ScoringChanges tweet 3 Link to loose bodies clip Sponsor Us on Patreon Give a Gift Subscription Email Us: podcast@fangraphs.com Effectively Wild Subreddit Effectively Wild Wiki Apple Podcasts Feed Spotify Feed YouTube Playlist Facebook Group Bluesky Account Twitter Account Get Our Merch! var SERVER_DATA = Object.assign(SERVER_DATA || {}); Source

5/6 Attesa a WS per il report sul mercato del lavoro. Usa-Iran negoziati in stallo, Hezbollah rifiuta cessate il fuoco. Brent e Wti in risalita. Treasury e dollaro stabili. Bitcoin verso -14% settimana. Dow record: old school vs. AI: cambio leadership? SpaceX: ricavi AI +100% al 2030 per giustificare valutazioni.S&P non cambierà regole per garantire Fast entry nell'indice. Le società Usa scelgono Deepseek, modelli troppo cari. Lululemon affonda nel pre-market post trimestrale.  *** Questo episodio è offerto da Scalable Capital  Investire comporta rischi  Interesse p.a. lordo variabile su liquidità illimitata. Condizioni e distribuzione della liquidità su scalable.capital/conto-deposito-non-vincolato*** Asia listini in rosso con Tech. Nikkei -1, Kospi -4% con SK Hynix e Samsung. Banca centrale indiana: tassi fermi al 5,25%. Xi in Nord Corea settimana prossima, prima visita dal 2019. SK Hynix verso Ipo a Wall Street. In Europa futures in rosso, oggi Pil 1Q Eurozona. Focus su spiragli Ucraina. Governo verso proroga accise. Primi passi su nucleare prossima generazione. Orlopp (Commerzbank) apre a Ops con rilancio. Delfin, spiragli di pace tra LMDV e Rocco Basilico per riassetto. Cdp, Scannapieco apre a Euronext ma rivendica scelta vertici.  Scopri The Last Question, il primo Tech Summit di Black Box a Roma l'1 e 2 luglio 2026: ⁠https://thelastquestion.choramedia.com/ Iscriviti a Black Box Script, la nuova newsletter di Black Box: ⁠https://blackboxchora.substack.com/⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

WS: seduta in calo con tensioni geopolitiche; Iran: Netanyahu rassicura su relazione con Trump; SpaceX: 135 dollari per titolo?; Meta vuole monetizzare Whatsapp; Alphabet alza a 85 mld di dollari la raccolta fondi. Puntata a cura di Stefania Spatti - Class CNBC. Learn more about your ad choices. Visit megaphone.fm/adchoices

WS: prima chiusura sopra 7.600 per l'S&P 500; Iran, Trump: "falso" che abbia fermato i negoziati; Alphabet: seduta peggiore da marzo; Microsoft sfida Anthropic con nuovi modelli; Trump chiede ma non obbliga le aziende a condividere in anticipo i modelli AI avanzati. Puntata a cura di Stefania Spatti - Class CNBC. Learn more about your ad choices. Visit megaphone.fm/adchoices

WS: ancora record; Iran, Trump: colloqui procedono a ritmo serrato; Anthropic fa domanda di IPO; OpenAI: Florida è il primo Stato Usa a fare causa; NVIDIA entra nel mercato dei PC, Intel e AMD in calo. Puntata a cura di Stefania Spatti - Class CNBC. Learn more about your ad choices. Visit megaphone.fm/adchoices

WS: ancora record; Maggio da incorniciare, giugno promettente; Iran: Trump non ha deciso; Dell: +32% dopo i conti; WTI: mese peggiore dal 2020. Puntata a cura di Stefania Spatti - Class CNBC Learn more about your ad choices. Visit megaphone.fm/adchoices

WS: record per Dow, S&P e Nasdaq; Iran, Rubio: diamo alla diplomazia una chance; Meta testa abbonamenti di Whatsapp, Instagram e Facebook; Snowflake vola del 30% post conti, accordo con AWS; Fifa nel mirino dei procuratori di NY e New Jersey. Puntata a cura di Stefania Spatti - Class CNBC Learn more about your ad choices. Visit megaphone.fm/adchoices

(0:00-22:21) Are the Phillies more WS contender or a team that needs to scrap it?(22:36-34:57) Nick Castellanos on(35:12-43:39) Biggest Eagles storylines going into OTA?Please note: Timecodes may shift by a few minutes due to inserted ads. Because of copyright restrictions, portions—or entire segments—may not be included in the podcast.For the latest updates, visit the show page Kincade & Salciunas on 975thefanatic.com. Follow 97.5 The Fanatic on Twitter, Facebook, and Instagram. Watch our shows on YouTube, and subscribe to stay up-to-date with all the best moments from Philly's home for sports!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

I CANT BELIEVE I GET TO SAY THIS! The Knicks are headed back to the NBA finals! For the first time since 1999, 27 years! They swept the Cavs! Blew them out! Back to back sweeps. 11 straight Ws! Most dominant run in NBA History. Jalen Brunson the Eastern Conference Finals MVP! The Knicks are not beating teams, they are demolishing teams. We've waited so long for this and now it's finally happening... Troy Mahabir breaks all of this down! SHOW CHAPTERS: 00:00 - Intro 00:55 - Presented By FanDuel 01:05 - Knicks Headed To NBA Finals 03:22 - FanDuel Odds For Winner Of Knicks V Cavs ECF Game 4 05:00 - Knicks CONTINUE To Make History 08:49 - Jalen Brunson Is Eastern Conference Finals MVP 09:57 - Brunson Makes NBA History... 14:31 - Karl-Anthony Towns Playing The Best Basketball In His Career 16:55 - Karl-Anthony Towns Apology 20:00 - NBA Finals Schedule 23:19 - JOB IS NOT FINISHED 26:41 - Jalen Brunson IS A SUPERSTAR! 28:21 - The Knicks Recap Podcast Is Available On ALL PLATFORMS LISTEN NOW TO GET YOUR KNICKS FIX! Catch the latest special interviews, shorts, fan interactions, and more by following the show! Don't forget to turn on notifications so you don't miss another episode! Rather Watch the latest Knicks Recap episode? Catch us on YouTube here: https://www.youtube.com/@TheKnicksRecap Follow The Knicks Recap on all social media platforms! Twitter: https://twitter.com/TheKnicksRecap Instagram: https://www.instagram.com/TheKnicksRecap/ Reddit: https://www.reddit.com/u/TheKnicksRecap?utm_source=share&utm_medium=android_app&utm_name=androidcss&utm_term=1&utm_content=share_button Facebook: https://www.facebook.com/TheKnicksRecap/ Rather Listen to The Knicks Recap on a different platform? Catch us on ALL of your favorite streaming platforms: Apple Podcast: https://apple.co/3SKSl8o Spotify: https://spoti.fi/3QrEfr6 iHeart Radio: https://www.iheart.com/podcast/269-the-knicks-recap-a-new-yor-100895112/ Amazon Music: https://amzn.to/3QoZrOd Other Pod Channels: https://anchor.fm/the-knicks-recap Grab our MERCH featuring some of the graphics you've seen us create to take your Knicks fandom to the NEXT LEVEL: MAIN STORE: https://theknicksrecap.myspreadshop.com/ CashApp: $TheKnicksRecap Have a comment about the show, an interview, or a graphic idea? Reach out to The Knicks Recap on ALL SOCIAL MEDIA PLATFORMS! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

WS: nuovi record per S&P e Nasdaq; Iran: scontri a parole mentre si negozia; Micron conquista mille miliardi di market cap; Ferrari flop da Milano a NY: Luce delude; Spazio in fermento, effetto SpaceX. Puntata a cura di Stefania Spatti - Class CNBC Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us Fan MailThe 5 Ws are a staple in journalism and life. One of thes Ws won't feed you, Find out more in this mini podcast. Grasshopper Notes are the writings from America's Best Known Hypnotherapist John Morgan. His podcasts contain his most responded to essays and blog posts from the past two decades.  Find the written versions of these podcasts on John's podcasting site: https://www.buzzsprout.com/1628038"The Grasshopper" is the part of you that whispers pearls of wisdom that  seem to pop into your mind from out of the blue. John's essays and blog posts are his interpretations of these "Nips of Nectar." Others have labeled his writings as timeless wisdom.  Most of the John's writings revolve around self improvement and self help. They address topics like: • Mindfulness• Peace of mind• Creativity• How to stay in the present moment• Spirituality• Behavior improvementAnd stories that transform you to a wider sense of awareness that presents more options. And isn't that what we all want, more options?  John uploads these podcasts on a regular basis. So check back often to hear these podcasts heard around the world. Who wants to be the next person to change?  Make sure to order a copy of John's new book: WISDOM OF THE GRASSHOPPER – 21 Days to Creativity. These mini-meditations take you inside where all your creative resources live. And you'll come out not only refreshed but recommitted to creating your future.  It's only $16.95 and available at BLURB.COM at the link below. https://www.blurb.com/b/10239673-wisd...Also, download John's FREE book INTER RUPTION: The Magic Key To Lasting Change. It's available at John's website  https://GrasshopperNotes.com

WS: altro record per il DOW, ottava settimana in rialzo per S&P; Fed: Kevin Warsh giura, promette riforme; Iran: uranio in USA? Proposta “irricevibile”; Cuba: manifestazione pro Raul Castro; Tulsi Gabbard si dimette da capo degli 007 USA Learn more about your ad choices. Visit megaphone.fm/adchoices

WS rimbalza con i treasury; WTI -6%: tre super petroliere attraversano lo stretto di Hormuz; NVIDIA: Conti sopra le stime, premia i soci; OPENAI: IPO forse già a settembre: CUBA: gli Usa incriminano castro; Learn more about your ad choices. Visit megaphone.fm/adchoices

WS: terza seduta in calo per S&P e Nasdaq, prima volta da marzo; Tbond: ancora sell-off, tassi a 30 anni al top del 2007; Iran, Trump: altro attacco possibile; Nvidia: domani i conti; Alphabet lancia assistente Gemini Spark, aggiorna la ricerca; Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of The Everything ECE Podcast, Carla Ward shares one of the most impactful reflective strategies she adopted in her career as an early childhood educator: using the 5 Ws and the H to better understand behaviour, play, emotions, environments, and classroom dynamics.Instead of immediately reacting to challenging moments, Carla explores how slowing down and asking reflective questions can help educators become more responsive, intentional, and supportive in their practice.This episode dives into:reflective practice in ECEunderstanding behaviour through curiositythe role of environment and timingschemas and observationsupporting dysregulationstudying what is working in the classroom, not just what is notWhether you are navigating challenging behaviours, trying to better understand classroom dynamics, or looking to deepen your reflective practice, this episode will leave you thinking differently about what is really happening beneath the surface.SUBSCRIBE & REVIEWIf you loved this episode, please take a moment to subscribe and leave a review. Your support helps us reach more ECEs who are in the thick of it!. Thanks for tuning in to The Everything ECE.  See you next week! shape their early years.CONNECT WITH CARLAThe ECE Latte LoungeEmail Newsletter: ⁠⁠Click Here⁠Website: carlatheece.comInstagram: @carlatheece

WS: sell-off con i T-bond;Settimana positiva per l'S&P 500;Nvidia: prima settimana in calo su 8;Trump torna dalla Cina senza svolte;Buffett: 9mln per pranzare con lui Learn more about your ad choices. Visit megaphone.fm/adchoices

WS: altri record per S&P e Nasdaq, il Dow sfonda 50k;Nvidia record: punta a 6mila mld di market cap;Boeing, Trump: la Cina compra 200 jet (meno del previsto);Cerebras debutta al Nasdaq in rialzo del 68%;Il suocero di Warsh dona la Neue Galerie al Met di NY Learn more about your ad choices. Visit megaphone.fm/adchoices

Frontline workers form the massive, beating heart of the global workforce, constituting up to 80% of all employees. But their enablement, experience, and upward mobility often remain quietly neglected. We sit down with J.D. Dillon, author of the upcoming Frontline Enablement Playbook, to dissect the persistent challenges these vital employees face and explore how organizations can better support and empower the often-overlooked deskless workforce.We discuss why frontline managers are structurally trapped, JD breaks down a hierarchy of frontline worker needs, and shares more about the essential role of connection—over traditional training—and why genuinely understanding, not "othering," frontline experiences is key to meaningful change. You will want to hear this episode if you are interested in...[00:00] How organizations support their managers[12:08] Understanding the frontline workforce[28:42] Improving employee retention strategies[36:39] Measuring impact on frontline work[40:33] Inviting in frontline employee feedback[48:40] Challenges faced by frontline managers[52:10] Supporting new managers effectively[57:07] AI tools for frontline employeesUnderstanding the Structural Trap for Frontline ManagersManagers are often tasked with driving outcomes, hitting KPIs, retaining staff, and resolving customer complaints, but can be denied the resources or authority necessary to actually effect change. Everything in organizations is pushed through managers, but the visibility and empowerment of frontline managers is substantially less than that of their corporate peers, making both their influence and recognition of their struggles far more limited. This leads to a burned-out, under-supported middle layer that directly impacts both employee engagement and business performance.Connection Over ContentTraditional strategies for improving frontline performance tend to default to more training or pressuring managers to be the catch-all for corporate initiatives. But this approach is not just incomplete—it may even be counterproductive. Instead of overloading managers with binders and leadership development modules, organizations should focus on fostering connection—especially enabling peer connections among frontline managers at different locations. Meaningful conversations, mentoring, and crowdsourced problem-solving trump content-driven learning. Managers, after all, best learn from each other's lived realities, not generic directives.The Hierarchy of Frontline NeedsAt the core of Dillon's framework is a hierarchy of needs for frontline workers:Livelihood – The basic requirement: fair pay and benefits, recognizing that for many, work is first and foremost about economic necessity.Stability – Reliable schedules, clear policies, and the ability to plan life around work.Community – A sense of belonging and connection with coworkers; the knowledge that one's immediate work environment isn't built around corporate KPIs, but relationships.Culture and Purpose – The “top” of the pyramid: tying individual roles to broader organizational purpose and values.Organizations often leap to culture-focused initiatives while neglecting the foundational layers. Without addressing pay, scheduling, and daily support first, those higher-order efforts rarely stick.Tensions, Trade-offs, and Small-Scale ChangeFrontline management must constantly navigate tensions such as being tasked with outcomes but denied the necessary authority, being pushed to develop staff but overwhelmed by daily operational issues, and being measured by metrics that don't always reflect lived realities. JD believes that these tensions don't have simple solutions; they have to be navigated, not "fixed".Large-scale, top-down changes are rare. Instead, incremental improvements, like investing in small process shifts, removing single pain points for managers, or fostering peer communities, can create real traction every shift. “Every shift counts, small shifts matter,” according to JD. Resources & People MentionedThe Frontline Enablement Playbook by JD DillonSapiens by Yuval Noah HarariConnect with Guest NameJD Dillon's WebsiteJD Dillon on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

WS: record per S&P e Nasdaq, Dow in calo;Prezzi alla produzione al top di oltre 4 anni;Fed: inizia l'era Kevin Warsh;Apple e Nvidia record: i CEO in Cina con Trump;Fervo +35% al debutto al Nasdaq, Cerebras verso IPO Learn more about your ad choices. Visit megaphone.fm/adchoices

WS torna sotto i record, sell-off dei chip;Inflazione Usa al top di tre anni;Iran: la guerra è arrivata a costare agli Usa quasi 29mld;Cina, Trump: Xi "un amico";Fed: ok senato a ingresso di Kevin Warsh nel board Learn more about your ad choices. Visit megaphone.fm/adchoices

ITL reacts to a leaked Houston Texans schedule report that has Houston heading to London to face the Jacksonville Jaguars, sparking debate about international games, travel concerns, and whether fans actually enjoy these overseas matchups. The show also dives into what may be the most important stretch yet for the Houston Astros as the guys debate whether the next week of baseball could determine if Houston stabilizes or fully slips into a much darker conversation. Around The NFL includes quarterback drama involving the Minnesota Vikings and J. J. McCarthy, more buzz surrounding Kyler Murray, David Njoku landing a one-year deal with the Los Angeles Chargers, and more league headlines. ITL also debates whether Kevin Durant has already played his final game with the Houston Rockets and what Houston's next move should be. The guys continue breaking down the Texans' rookie class by discussing whether early impressions are already answering some of the biggest questions surrounding Houston's top draft picks, while Lunch-Time Confessions turns into a hilarious conversation about TMZ potentially reaching too far with the latest Mike Vrabel and Dianna Russini rumors. Winners & Losers of the Weekend highlights the biggest Ws and biggest flops across sports and culture. To close the show, ITL tackles a major Astros debate involving Yordan Alvarez and whether making him completely untouchable is actually smart if Houston falls out of contention, while Figgy's Mixtape features chaotic Zoom courtroom drama, a legendary Texas music hall finally getting air conditioning, and more bizarre internet stories. Plus, the QOTD asks listeners: what's a rule you're an absolute stickler about?

WS: prima chiusura sopra 7.400 per l'S&P 500;Chip ancora in rally, aria da bolla dot-com?;Iran, Trump: cessate il fuoco come un paziente in fin di vita;Cina: Trump invita quasi 20 CEO ad andare con lui da Xi;OpenAi: il CEO di Microsoft in tribunale Learn more about your ad choices. Visit megaphone.fm/adchoices

主播 老崔小红书 119119352或搜索老崔肉多多公众号 能力有限fm中国车队张雪机车杀入世界级摩托赛，三战三冠背后是技术突破还是黑色幽默？国产机车真能弯道超车吗？02:04 张雪机车在WS泸比赛中取得第三个分战赛冠军，引发摩托车赛车狂欢！04:05 车手的技巧与车辆性能的平衡：影响赛车成绩的关键因素06:06 摩托车赛车技术革新与车队战略：WSBK赛事的幕后故事09:05 WSBK组别的摩托车比赛：张雪机车与摩托GP的差距12:07 摩托车顶级赛事中的三十四岁车手：职业生涯的高龄挑战15:10 从摩托车修理工到职业车队拥有者：一个少年的追梦之路18:09 中国摩托车企业崛起：自主设计发动机与高端配置的结合21:14 中国摩托车产业的崛起与挑战：材料差距成为关键24:17 为何国产摩托车缺乏德国车的强度？解析摩托车材料的重要性。27:19 国内摩托车产业的进步与挑战：材料学、冶金等关键领域的差距30:20 中国摩托车产业的韧性与活力：市场需求的驱动力

The Wolves and Wild both advanced to the 2nd round of the NBA and NHL playoffs! Whole hour, including a cold-call to Wolves coach Chris Finch and a ton of listener talkbacks, is dedicated to the Ws!See omnystudio.com/listener for privacy information.

The Wolves and Wild both advanced to the 2nd round of the NBA and NHL playoffs! Whole hour, including a cold-call to Wolves coach Chris Finch and a ton of listener talkbacks, is dedicated to the Ws!

In this episode, we sit down with John Barrand, CHRO for the State of Utah, to discuss an inspiring transformation in public sector performance management. John led a bold effort to overhaul Utah's performance management system—moving it from a culture of “adequacy” and silence to one focused on learning, growth, connection, and accountability. John shares how he and his team achieved legislative change requiring quarterly check-ins, implemented management training, and shifted the state's mindset around performance and development. You will want to hear this episode if you are interested in...[01:16] Initial state of Utah's performance management system[06:23] Value of continuous learning and curiosity in government [10:06] Defining the “why” for performance management in Utah[17:02] Risks and Resistance in Systemic Change[20:06] Quarterly employee check-ins initiative[25:59] Balancing fairness and measurement without alienating staff [34:28] Creation of a system-wide talent mobility program [40:01] Development of incentive structures and bonus allocations [44:22] Sustainability and future of the programPerformance Management is a Sector-Spanning ChallengePerformance management has a notorious reputation, often maligned as bureaucratic and misaligned. These challenges aren't confined to just the private sector. Public organizations often face a wealth of bureaucracy and challenges that can inhibit transformation, compounded by a cultural tendency towards silence and an adequacy mindset.When John assumed his role in 2021 for the state of Utah, over 70% of employees had an “unknown” performance rating, and only 16% had received annual reviews. The pervasive culture of silence fostered disengagement and suspicion, and performance management, where it occurred, was simply about maintaining adequacy—a relic from nearly a century and a half of defensive bureaucracy.From Compliance to ConnectionThe first pivotal move was defining purpose. Clarity on the “why” behind performance management is crucial. For Utah, the why was growth: enabling employees to learn and grow while retaining top talent—shifting away from the punitive roots of performance management. As John says: “Employees don't want feedback, they want connection. They don't want evaluation, they want attention”.One of the new steps John took was to require quarterly check-in conversations with all employees. The effect was transformational: from just 16% of employees having annual reviews to 89% participating in four quarterly check-ins within the first year. This regular cadence broke the culture of silence, making communication a legal and cultural imperative.Overhauling the System: What ChangedWhere most organizations tinker at the edges, Utah's public sector embraced bold, structural change. They implemented legislation for conversations, which included quarterly check-ins and annual reviews, demonstrating a high-level commitment to improving performance management.Only 30% of managers previously had any training, and now, over 87% have been developed in crucial skills such as feedback, resilience, and collaboration. Utah also funds performance management by reallocating cost-of-living adjustments and introducing performance-driven bonuses. Goals now consist of both output-aligned objectives and developmental “how” objectives, pushing employees to reflect on and improve their impact.Evidence of a Transformed CulturePerformance conversations have become increasingly meaningful. The organization saw a 40% increase in first-year exits for cause—not a sign of ruthless weeding out, but of identifying and addressing performance issues sooner, thereby improving overall health without a drop in retention. High-potential (HIPO) employee retention rates rose 16% above the general population, and newly calibrated bonus systems rewarded and motivated top talent. Utah's success has garnered attention from major institutions—including Harvard and the London School of Economics—looking to distill lessons from its model. Resources & People MentionedUtah Governor's OfficeUtah LegislatureHarvard UniversityLSE HB0104GRIT Initiative      Connect with John BarrandJohn BarrandConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES

Molly Seidel is a pro runner and Olympic medalist living in Flagstaff, AZ. Currently transitioning from road marathons to trails, Molly recently finished 4th place at the Black Canyon 100k, earning a Golden Ticket to the 2026 Western States 100, which will serve as her much anticipated 100-mile debut.   Today, we're announcing Molly's signing of a long-term contract with SATISFY, a disruptive running brand based in Paris, France. This move represents a huge piece of free agency news in the sport.    Topics:   - How Molly came to be connected with the brand - Brand/athlete fit: Molly and SATISFY attitude alignment - Bigger offers on the table? - Product development plans including WS kit - Black Canyon reflections - Racing against a new cohort of athletes after her road career - Molly's training and support team  - Developing trail specific skills - A lot more!     REGISTER FOR TRAILCON   Sponsors:   Use code FREETRAIL25 for 25% off your first order of NEVERSECOND nutrition at never2.com Use code FREETRAIL for an extra discount on Clearlight Saunas at HealWithHeat.com Use this link for 30% off Ketone-IQ   Freetrail Links: Website | Freetrail Pro | Patreon | Instagram | YouTube | Freetrail Experts   Dylan Links: Instagram | Twitter | LinkedIn | Strava

Every week, two of the Best Fans in Baseball (TM) bring you all the news and analysis you need about the St. Louis Cardinals.  It wasn't easy, but the Redbirds picked up their first sweep of the season, going to Houston and coming out with three straight Ws.  Is this team for real?  More reasonably, will they wind up better than the Mets this season?  How long can the pitching walk this tightrope?  Are some of the slumbering bats like Ivan Herrera and Masyn Winn waking up?  And is there hope for Nolan Gorman?  Can Victor Scott II get back to stealing bases?  So many points and a lot of them are positive!

DISRESPECTFUL WIFE - ESTHER PART 1 | WS#495 | April 19, 2026 | Victory Church#VictoryChurch #OdessaTX

For all those who missed out on London, see you in Miami next week!Notion, the knowledge work decacorn, has been building AI tooling since before ChatGPT, with many hits from Q&A in 2023 and unified AI in 2024 and Meeting Notes in 2025. At the end of their last Make user conference, Ryan Nystrom teased Notion 3.0's Custom Agents - and they are finally embracing the Agent Lab playbook!Sarah Sachs and Simon Last of Notion join us for a deep dive into how Notion built Custom Agents, why it took years and multiple rebuilds to get right, and what it means to turn a productivity tool into an agent-native system of record for enterprise work.We go inside the product, engineering, evals, pricing, and org design decisions behind one of the most ambitious AI product efforts in software today — from early failed tool-calling experiments in 2022 to agent harnesses, progressive tool disclosure, meeting notes as data capture, and the long-term vision for software factories and agentic work.We discuss:* Sarah and Simon's path to launching Notion Custom Agents, and why the feature was rebuilt four or five times before it was ready for production* Why early agent attempts failed: no tool-calling standard, short context windows, unreliable models, and too much complexity exposed to the model* The “Agent Lab” thesis: not just wrapping a model, but understanding how people collaborate and building the right product system around frontier capabilities* How Notion thinks about roadmap timing: not swimming upstream against model limitations, but also building early enough that the product is ready when the models are* Why coding agents feel like the kernel of AGI, and how Notion is thinking about “software factories” made up of agents that spec, code, test, debug, review, and maintain codebases together* How Sarah runs AI engineering at Notion (“notes from Token Town”): objective-setting over idea ownership, low-ego teams comfortable deleting their own work, and a culture designed to swarm around fast-changing opportunities* The “Simon Vortex,” company hackathons, and why security gets pulled in early rather than late* How Notion organizes AI: core AI capabilities and infrastructure, product packaging teams, and a broader company mandate that every product surface must increasingly work for both humans and agents* Why prototypes have become much easier to build internally, and how “demos over memos” changes product development inside a tool the whole company already uses every day* Notion's eval philosophy: regression tests, launch-quality evals, and “frontier/headroom” evals that intentionally only pass ~30% of the time so the company can see where model capabilities are going* What a “Model Behavior Engineer” is, and why Notion treats eval writing, failure analysis, and model understanding as a distinct function rather than just software engineering* The changing role of software engineers in the age of coding agents, and why the new job looks less like typing code and more like supervising a rigorous outer system of agents, PRs, and verification loops* How the “software factory” should work: specs, self-verification, bug flows, subagents, and minimizing human intervention while preserving the invariants that matter* A live walkthrough of a Notion Custom Agent handling coworking space tenant applications by triaging email, enriching applicants with web search, and writing structured data into a Notion database* How agents compose inside Notion: shared databases as primitives, agents invoking other agents, “manager agents” supervising dozens of specialized agents, and memory implemented simply as pages and databases* Notion's take on MCP vs CLI: why Simon is bullish on CLI's self-debugging nature, where MCP still makes sense, and how Sarah thinks about capability, determinism, permissioning, and pricing alignment* The evolution of Notion's internal agent harness: from early JavaScript coding agents, to custom XML, to Markdown and SQL-like abstractions, to tool definitions, progressive disclosure, and a much shorter system prompt* Why Notion cares about teaching “the top of the class,” building for sophisticated operators rather than abstracting away too much capability for everyone* How agent setup works today: agents that can configure themselves, inspect their own failures, and edit their own instructions — with guardrails around permissions* How Notion prices Custom Agents: credits as an abstraction over tokens, model type, serving tier, web search, and future sandbox costs; why usage-based pricing was necessary; and how “auto” tries to match the right model to the right task* Why Notion is not eager to train a foundation model, where they do fine-tune and optimize today, and why retrieval/ranking is one of the most important investment areas as more searches come from agents rather than humans* Why Meeting Notes became one of Notion's strongest growth loops: not just as transcription, but as high-signal data capture that powers search, custom agents, follow-up workflows, and the broader system of record for company collaboration* Why Notion is more interested in being the place where collaboration data lives than in building hardware themselves — and how wearables or other capture devices may eventually feed into that systemSarah SachsLinkedIn: https://www.linkedin.com/in/sarahmsachsX: https://x.com/sarahmsachsSimon LastLinkedIn: https://www.linkedin.com/in/simon-last-41404140X: https://x.com/simonlastFull Video EpisodeTimestamps* 00:00:00 Introduction and launching Notion Custom Agents* 00:01:17 Why Notion rebuilt agents four or five times* 00:03:35 Building for where models are going, not just where they are* 00:05:32 The Agent Lab thesis, wrappers, and product intuition* 00:08:07 User journeys, leadership, and low-ego AI teams* 00:13:16 The Simon Vortex, hackathons, and bringing security in early* 00:16:39 Team structure, demos over memos, and building for agents* 00:20:25 Evals, Notion's Last Exam, and the Model Behavior Engineer role* 00:27:37 Evals as an agent harness and the changing role of software engineers* 00:30:42 The software factory: specs, verification, and agent workflows* 00:32:18 Live demo: a custom agent for coworking space applications* 00:35:08 Composing agents, manager agents, and memory as pages* 00:38:15 Notion Mail, Gmail, native integrations, and tools* 00:39:43 MCP vs CLI and the cost of capability* 00:44:13 When Notion uses MCP vs building its own integrations* 00:47:43 The history of Notion's agent harness rebuilds* 00:55:35 Power users, public tools, and the setup agent* 00:58:01 Self-fixing agents, permissions, and “flippy”* 01:01:13 Pricing, credits, and choosing the right model automatically* 01:09:01 Why Notion isn't training its own frontier model* 01:14:07 Retrieval, ranking, and search built for agents* 01:17:27 Meeting Notes as data capture and workflow automation* 01:21:18 Wearables, hardware, and Notion as the system of record* 01:23:45 OutroTranscript[00:00:00] Alessio: Hey everyone. Welcome to the Latent Space podcast. This is Alessio founder of Kernel Labs and I'm joined by swyx, editor of the Latent Space.[00:00:11] swyx: Hello. Hello. We're back in the beautiful studio that, uh, Alessio has set up for us with Simon and Sarah from Notion. Welcome.[00:00:18] Sarah Sachs: Thanks for having us.[00:00:19] Alessio: Thanks for having us. Yeah.[00:00:20] swyx: Congrats on the launch recently the custom agents, finally it's here. How's it feel?[00:00:26] Sarah Sachs: We ship things slowly. So it had been in Alpha for a little bit and at the point at which is it's an alpha, um, there's a group of people that are making sure it's ready for prod, and then there's a group of people working on the next thing.So sometimes some of these launches are a bit delayed satisfaction, so it's quite nice to remind yourself all the work you did because we do have a habit of like. Being two or three milestones ahead. Uh, just ‘cause you have to be, you know, you can't get complacent. Um, but it's been great that people understood how this is helpful.And I think that's just easier in general building AI tools today than it was two, three years ago. People kind of get it and so that user education, um, there's just, it was our most successful launch in terms of free trials and converting people and things like that. It was really successful, so yeah.But there's a lot to build.[00:01:12] swyx: Making it free for three months helps.[00:01:16] Sarah Sachs: Yep.[00:01:17] Simon Last: It was definitely super exciting for me because it's probably the fourth or fifth time that we rebuilt that.[00:01:22] swyx: Yes.[00:01:23] Simon Last: And I mean,[00:01:24] swyx: you've been building this since like 20, 22.[00:01:26] Simon Last: Yeah, I mean, like, it was even right when we got access to like GPT four in late 20 22, 1 of the first ideas we had is like, oh, okay, let's make an agent that I, we used the word assistant at the time, there wasn't really the word, the word agent yet, but, oh, we'll give an access to all the tools the notion can do, and then it, we run in the background like, like do work for us.And then we just tried that many times and it just. Was too early. Um,[00:01:48] swyx: I need to force you to like double click on that. What is too early? What didn't work?[00:01:52] Sarah Sachs: We were fine to, like, before function calling came out. We were trying to fine tune with the Frontier Labs and with fireworks, like a function calling model on notion functions.This is right when I joined. I joined because, um, we needed a manager as Simon was needed to be able to go on vacation. So, uh, that's, that's around when I joined, so you can speak much more to it.[00:02:11] Simon Last: Yeah, we did partnerships with both philanthropic and open AI at different times, uh, to try to, at the time the, I mean, when we first tried, there wasn't even a constant of like tools yet.We, we sort of designed our own like, like tool calling framework and then we tried to fine tune the models to, uh, to use it over multiple turns. Um, and because it, it didn't work well out the box, I think. Yeah. The models are just too dumb and the context thing was also way too short.[00:02:37] Alsesio: Yeah.[00:02:37] Simon Last: Um, and yeah, we just kind of banged our head against it for a long time.Uh, unfortunately it was always like, there was always like sort of. Glimmers that it was working, but um, it never felt quite robust enough to be like a useful, delightful thing. Um, until I would say, uh, the big unlock was probably like Sonic 3.6 or seven, uh, early last year. And that's when we started working on our agent, which we shipped last year.Um, and then, and then uh, uh, custom agents, kinda a similar capability and that, that one just took longer because we, we just wanted to get the reliability up a lot higher. ‘cause it's actually running in the background.[00:03:14] Sarah Sachs: And the product interface of like permissions and understanding, you know, this custom agent is shared in a Slack channel with X group of people and has access to documents that are surfaced to Y group of people.And the intersect experts, Y might not be whole. And so how do you build the product around making sure administrators understand that permissioning took multiple swings.[00:03:35] Alsesio: Everything is hard back at the end of the day. Yeah. I'm curious, like when the models are not working, how do you inform the product roadmap of like, okay, we should probably build, expecting the models to be better at some reasonable pace, but at the same time we need to, you know, you had a lot of customers in 2022.It's not like you were a new company or like no user base.[00:03:54] Simon Last: Yeah, I mean I think there's always the balance of, you know, like you want to be a GI pilled and thinking ahead and building for where things are going. Uh, but also you wanna be like shipping useful things. And so we always try to like, like keep a balance there.You know, we. We try to take clear, like a portfolio approach. You know, we're always working on multiple projects and, and we're always trying to work on, you know, maintaining things where that have already shipped, like, like shipping new things that are like eminently working well and make them really good.And, and then we wanna always have a few projects that are a little bit crazy. Um,[00:04:23] Alsesio: and what are the a GI peel projects that you have today? I'm curious about, uh, you don't have to share exactly what you're working on, but I'm curious what are things today that maybe in 18 months people will be like, oh, obviously this was gonna work[00:04:35] Sarah Sachs: 18 months.[00:04:37] Alsesio: Yeah, 18 months is, you know,[00:04:37] Sarah Sachs: it's a long time and Yeah. Yeah.[00:04:39] Simon Last: I mean, there's a number of things happening. I think one thing that's becoming more clear is I think like, like, uh, coding agents are the kernel of EGI, sort of, everything is a coding agent. Mm-hmm. I think that's, that's sort of one, one direction.Um, and then, yeah, the exciting thing about that is sort of your agent can sort of bootstrap its own software and capabilities and actually debug and maintain them. And so yeah, we're, we're, we're thinking a lot about that. And then, yeah, like, like another category of things that I'm, I'm really excited about is like, uh, we call the software factory also.People are using this, uh, this, this sort of word. Um, basically it just means can you create sort of like a, as automated as possible, a workflow for developing debugging. Mm-hmm. Merging, reviewing, and maintaining a code base and a service where there's a bunch of agents working together inside, and like, like how does that work?[00:05:28] Sarah Sachs: If you think back to your initial question, like, why did this take so long? I think something,[00:05:32] swyx: I didn't say that, but Yes. Okay. Go ahead.[00:05:34] Sarah Sachs: Why, what, what changed over the three and half years of trying[00:05:37] swyx: it? Exactly. Right. Because most people always say like, it didn't work yet. Then reasoning models came, then it worked.I was like, okay, let's go a little[00:05:43] Sarah Sachs: bit. That's, I mean, that's part of it, but I think the other part of it that I actually think is really what will set notion apart for every new capability is we have like. Two skills that are crucial when it comes to frontier capabilities. One is not letting yourself swim upstream.So like quickly realizing if you're just pressing against model capabilities versus not exposing the model to the right information, not having the right infrastructure set up. That and of itself is the skill of intuition. And the second is to see, okay, you're not swimming upstream. Which direction is the river flowing and what is like, how do we think ahead about the product and start building it even if it's not great yet, so that when it is there, we're ready for it.Right? And like those can sometimes feel like counterintuitive things. Like we can be trying to fine tune a tool calling model when they don't exist yet. And that the trick is to not do that for too long, but realize that there was something there. And we've had a lot of things which like, um, we're just like not swimming in the right direction with the streams.I think we had multiple versions of transcription before we got meeting notes, right? Oh, I gotta talk[00:06:39] swyx: about that. Yeah.[00:06:40] Sarah Sachs: Yeah. Um, and so. I, I, I think that like we, we really closely partner with the Frontier Labs on capabilities and we also have to have strong conviction on, as those capabilities move.Notion is about being the best place for you to collaborate and do your work. And how does that narrative change if the way that we work changes?Yeah.[00:06:58] swyx: Yeah. You told me you were a fan of the Agent Lab thesis, and this is, this is kind of it, right?[00:07:02] Sarah Sachs: Right. I show that thesis to so many candidates. Like I have it as like micro chrome autofill.Um, at this point, like it's one of my most visitations[00:07:10] swyx: because like, is this the, here's why you should work in notion and not open, open eye. I, it's like,[00:07:14] Sarah Sachs: here's, here's what's different about it.[00:07:16] swyx: Yeah.[00:07:16] Sarah Sachs: And here's why. It's not just a rapper. I actually think more and more people understand it's not just a wrapper.[00:07:21] swyx: Yeah.[00:07:22] Sarah Sachs: Um, and by the way, like in the beginning, parts of what we build are wrappers on functionality. That works well, of course, but that's not really the most, um. I would say that's not the product that, that drives revenue. And that's not necessarily always what users need.[00:07:35] swyx: I mean, you know, notion is the AWS wrapper, but like the, the wrapper is very beautiful and like very, very well polished.So[00:07:40] Sarah Sachs: like the analogy,[00:07:41] swyx: like[00:07:42] Sarah Sachs: the analogy that I've been coming back to his Datadog in AWS[00:07:45] swyx: Yeah.[00:07:46] Sarah Sachs: So, uh, Datadog could not exist with, without cloud storage. Right. That it's kind of fundamental that that works. Um, and AWS has like a CloudWatch product, but Datadog is an expert on understanding how people want observability on the products they launch.And we're experts in understanding how people wanna collaborate, and that's really where our expertise lies.[00:08:04] swyx: Totally.[00:08:04] Sarah Sachs: Um, regardless of the tools that we use,[00:08:07] Alsesio: I'm kind of curious how you think about implicit versus explicit expertise. I feel like Datadog is half and half implicit and explicit. It's like they understand across markets and industries what engineering teams usually look for.With notion, it's almost like more of the expertise is at the edge because you as a platform, you're like so horizontal that the end user is not really the same. Mm-hmm. Like with Datadog, the end user is always like, yeah, an engineering lead, a kinda like SRE related person with notion. It can be anything.So I'm curious how you put that expertise into a product versus, you know, obviously it, WS cannot build notion. It's, that doesn't quite work in this case, but[00:08:44] Simon Last: it's, it's a little bit differently shaped. I think, you know, a classic vertical SaaS, like the data is kind of like that. They understand their individual customer very deeply.It's kinda a narrow slice, um, notion has always been super horizontal. And our, our task has always been to sort of balance these two somewhat opposing forces of like, we're listening to our customers and what they want us to build. It's a broad slice. And then also we're thinking about like, okay, how do we decompose what they want into, uh, nice primitives that are, that are really nice to use and we'll, we'll get us like as much bang for the buck as possible.And then, you know. Maintain the whole system, make it all like, like super clean and nice to use.[00:09:22] Sarah Sachs: We still have user journeys. I mean, we still focus on like core. I actually think the failure of our team is when we focus too much on what are cools that are, what are tools that are[00:09:31] Simon Last: mm-hmm.[00:09:31] Sarah Sachs: Cool tools. I actually think that's when we make have the least velocity because you still need some sort of focus on a user journey.So like for instance, we'll all sit down every Friday and look at the P 99 of like the most token exhaustive custom agent transcript and just look at why it didn't do well and cut a bunch of tasks. Like we still focus on like, this has, like this should work. Email triaging should work. Mm-hmm. Right. And similarly, like when we're talking about before building, um, chatting, um, before we started filming about, okay, how can I do PDF export?Well that's functionality that then merits. Maybe we should build a tool that has access to a computer sandbox in a file system and the ability to write code. Right? Right. Um, but it's because we're thinking about the fact that our users to do their, to do their daily work, need to export PDFs, not because we're like, Hmm, I think a computer tool could be cool.Like, let's just see what happens. Mm-hmm. Like we, we have to focus on some user journeys, otherwise we just don't have like, enough strategy to, to prioritize.[00:10:29] swyx: I think there's a lot of like really strong opinions that you've had. Do you have like sort of like a towel of Sarah Sachs? Like, you know, like what, how do you run your team?Like I feel like you just have accumulated all these strong opinions. Obviously part, part of this is your, your token town thing.[00:10:43] Sarah Sachs: I think the TAs working with Service X is, um, you'd have to, it depends who you ask. Um, I think it depends if you're on my team or a partner Right. Or a vendor.[00:10:54] swyx: Yeah. There other people want to run their teams the way that you're Yeah.You're like bringing these things. And then also similarly, uh, Simon, when you did the custom agents demo, you had like, well, we've been using custom agents and here's the super long list of everything that we do. No humans ever read it. Right? That's what you said. I was like,[00:11:07] Sarah Sachs: yeah. So I think for, for me, um, something that I learned very quickly and became very comfortable with was that my job was not to be the ideas per person or the technical expert.My job was to make it so that everybody understood the objective, had a resource to help prioritize what they should work on, and had an avenue to prioritize what they thought was important. And I think that's true with all, all leadership, but I think especially on the AI team. Almost all of our best ideas come from prototypes, from people that have a cool idea because they saw a user problem, and it's a huge disservice if all of those ideas have to pass, like the sniff test of what me and a product partner or Simon and Ivan decided were the direction, right?Because a lot of what we're doing is leaning into capabilities, so. I think that's the first thing is like, I don't really view like the role of engineering leadership as like, uh, hierarchical, nor has it ever been, but especially now, like very willing to change direction based on, um, like proof is in the pudding.Yeah. And like, and I think we have rebuilt our harness three or four times. And when you do that, then the second rule of engineering leadership is like you need to build a team that's comfortable deleting their own code and is very low ego and is driven by what's best for the company. And, um, doesn't write design docs because they think it's their promotion packet.Right. And that's a culture that notion had long before I joined, but like our willingness to just swarm on different problems and um, redo things that we've built before because something has changed. Like, there's a lot of friction that can happen at companies when you do that. And it doesn't happen at Notion.And because it doesn't happen when new people join. Like they don't wanna be the ones that are saying, we shouldn't do this. I wrote that code. So then it's, you know, you, you create a culture that everyone thoughts and that culture comes directly, I think from Simon and Ivan though, um, because they're very open-minded.[00:12:50] swyx: Anything that you,[00:12:50] Simon Last: you'd add? I'm not a manager, like, like, like Sarah is. Um, a lot of my role is really to try to think a little bit ahead, make sure that we're, we're building on the right capabilities and then like the prototyping stuff. And yeah, it's really, really critical to always just be starting again.It's like, okay, this is new thing. What does this mean? What if we just rethought everything or wrote everything? And so I, I'm, I'm basically just doing that in a loop every six months.[00:13:16] swyx: Yeah. Do you believe in internal hackathons for this stuff?[00:13:19] Sarah Sachs: I think there's like two different versions. So one is like, we just have a, a, a solid bench of senior engineers that come and go on what we call the Simon Vortex and Productionizing what we built, right?Because when you're in the Simon Vortex, the velocity is super high. The direction changes daily, and it's meant to be like the equivalent of a SC Works lab. We don't need to do hackathons for that. We need to have senior engineers that we trust to come in and out of those projects. For instance, like management boundaries are really loose.Like you report to him, but you work for her right now. Yeah. That's something that when we hire managers, it's important they don't care about because we tend to form more structures. Yeah. Don't be too[00:13:54] swyx: territorial.[00:13:55] Sarah Sachs: We form more. It's after we ship things, not not before, just historically. Um, the second thing is we do have companywide hackathons.Actually we just had our demos day for the hackathon we had last week this morning. That's more for people that aren't directly working on the project, feeling like they have the time to pause and learn how to make themselves more productive or how they would use notion custom agents to build something.Or part of the hackathon was actually encouraging everyone across the company to build their own agentic tool loop, calling from scratch. Follow like an every blog post on how to do what I think because we want[00:14:26] swyx: just with the compound engineering one. Yeah.[00:14:28] Sarah Sachs: We want everyone to use cloud code in the company or whatever the coding agent they please and understand that fundamental.So we set aside a day and a half. We're all leadership, encourage everyone on their teams across the company to do it. So we have hackathons like that. I would say like kind of facetiously, like everything we build is a little bit like a hackathon until it graduates and puts on big boy pants and as a product ops rollout leader and has a assigned data scientists and stuff like that,[00:14:54] swyx: security review enterprise stuff,[00:14:56] Sarah Sachs: actually security reviews one of the things that we bring in first because it just slows us down way more and, um, causes a lot of tension and they build better product if they're involved early.So, um, that is probably the first person to get involved in something that's the[00:15:09] swyx: right PR approved answer.[00:15:10] Sarah Sachs: No, but it's not just PR approved. It like, um, um, it's[00:15:13] swyx: actually real. It's actually real. It's like, um, I'm just saying scar[00:15:15] Sarah Sachs: tissue.[00:15:15] swyx: Yeah,[00:15:16] Sarah Sachs: because like, you know, my background's also, I worked at Robinhood for a number of years.Yes. So like, uh, compliance and things like that, um, are a little bit more, you learn the hard way when it doesn't come naturally.[00:15:26] Simon Last: Yeah. I think the. The hackathon is really important for uplifting the general population, but like, if that's the only way you can build new things, you're kind of toast. I mean, it, it has to be like the daily processes, like, you know, building these new things.Um, and it has to be about, I think like, I think in the AI era a lot more leverage accumulates to the most curious and excited people. And so it's like we're all about just like activating that energy. You know, like if someone's protesting something on the weekend that they're excited about and it's important, that should be the main thing that we're doing.Yeah. Um, it's not a hackathon that we schedule once a quarter, it's just like, yeah. Daily process. Part of the culture.[00:16:02] Sarah Sachs: I mean, that's how we shift image generation and notion now. It was always this thing that would be kind of nice to have, but it wasn't really clear where that was necessarily aligned in product priorities.It'd be a lot of work. And we had someone on the database collections team, Jimmy, who was like. I really wanna do image generation for cover photos and inside notion. And we're like, if you wanna build it, like it's, do it please. Like we encourage you. We gave ‘em all the resources of working directly with Gemini and being able to like track the token usage and it working through endpoints.We gave them eval, support, everything, and then became a, a full project.[00:16:34] Alsesio: Yeah.[00:16:35] Sarah Sachs: That's why you can't have like ego as a, a leader. Like that's, that's how we work.[00:16:39] Alsesio: What's the size of the team today, both engineering and overall?[00:16:43] Sarah Sachs: I manage, uh, the team. That's what we'll call it. Core AI capabilities and infrastructure.That's about 50 people. But then we have per i partner teams that do packaging. So how it shows up in the corner chat versus custom agents versus meeting notes, that's another 30, 40 people. And, and then every team that has a product service at Notion that a user can interface with owns the tool that the agent interfaces with the editor team.The team that did CRDT for offline mode is the same team that handles how two agents, um, edit competing blocks. Mm-hmm. Right? It's the same problem. The team that built the underlying SQL engine is the same team that owns how the agent asks it to run a SQL query, and it does it performantly. And so from that regard, anyone working on product engineering is tasked with making them work for customers that are humans and agents because over time the majority of our traffic will be coming from agencies using in our interface, not humans.And so. Our objective is to make it so that the whole product org is building for agents.[00:17:40] Alsesio: Yeah. How has it changed internally? The activation bar is kind of lowered a lot. Like anybody can kind of create a prototype very, somewhat easily, especially if you're like an existing code base. Have you raised the bar on like what type of prototype people need to bring forward to gonna be taken?Not like seriously, but like, you know what I[00:17:58] Simon Last: mean? Yeah. I think the bar is lowered in many ways. Be like, one thing our, uh, our team built that is really cool is our, uh, our, our design team made a whole separate GitHub repo, uh, called the, the design Playground. And it's basically just to create a bunch of like, like helper components and you, uh, for, for quickly a throwing together UIs.And it's become like actually quite sophisticated. Like it has like an agent in there and like, uh, that's pretty fun. So like, we pretty much, like, they don't do mocks, they just make like, like full, full prototypes.[00:18:27] swyx: Here it is. It works.[00:18:28] Simon Last: They give you like a u rl. They're like, okay, all right. So we have to make the, like the real production version of that.Um, and then for engineers. A prototype looks like just making it a feature flag that actually works. Like that's sort of the bar.[00:18:39] Sarah Sachs: Something to understand that's really unique about notion. One of the reasons I joined we're super lucky is no one uses Notion in their job as much as people that work at Notion.[00:18:46] Simon Last: Of course.[00:18:47] Sarah Sachs: So I think there's very few companies, maybe if you worked on Chrome I guess, but like everything that we ship, we ship internally first and get a lot of really quick feedback. And also sometimes our dev instance is totally borked and you have to change a bunch of flags to get things done. And that's kind of like, but everyone, so people that do it ticketing, people that do supply chain procurement, recruiting, everyone is using the same instance of notion with like a lot of flags on for these prototypes people build.Um, and so we have this, Brian Levin, one of the designers on our team, I think evangelize this concept of demos over memos.[00:19:18] swyx: Ooh, too[00:19:20] Sarah Sachs: good. Um, which has been, uh, very good for building demos, and I think it's put a big pressure point on us to have really strong product conviction, because if anything can be demoed, you really need a strong filter of making sure that if you know, you're doing X amount of work, you're making the, you're, you're focusing on one tower, you're not just building a really flat hill.Right. That's actually where I think there has to be more conviction from our PMs, um, and our designers and, and well, the company really to have conviction of what journey we're going on.[00:19:52] Simon Last: But overall, I feel like it works pretty well. Like people, almost all the engineers have good enough taste to realize that like, this prototype doesn't actually make sense in the product, or, or it does.So it's not that common that I would see a prototype. It's like, oh, this makes no sense. Mm-hmm. It's like, you know, people are doing reasonable things and, and, and then it's just a matter of. Which things we build first and then often just, just figuring out how to turn it on and off. There's our, in the, in our like experimental chat ui, there's this, there's probably like, like a hundred check boxes in there.[00:20:22] Sarah Sachs: Kills me[00:20:23] Simon Last: the things you could turn on and off.[00:20:25] Sarah Sachs: Uh, but I think that, okay, so that is kind of true, Simon, but like being the person that manages the evals team, like there is a level of intensity that it adds to the platform team. So, you know, if we're gonna do image generation and notion, all of a sudden the way that we do attachments and the way that we, um, our LLM completion like cortex talks and expects tokens back and now it's getting images back.Like there's a lot of platform work that we do need to, like solidify a little bit. So sometimes it'll be in dev for a couple weeks before it makes it to prod just because we still have to like, make it robust, make it HIPAA compliant, ZDR compliant, figure out the right contracting with the vendor, whatever it is.And we need to eval it because we want the team. To still maintain what they build. That's the one thing is like if we have a bunch of prototypes, it can't just be like a small group of people that then maintain whatever end prototypes. So we have invested a lot of people in an eval and model behavior understanding teams that, we call it agent dev velocity.So your dev velocity building agents can be faster if we invest in that platform. And so we have a whole org dedicated to Asian, um, platform velocity so that you can build your own eval and then maintain it once you ship it. So if a new model release comes out and we, every[00:21:38] swyx: team maintains their own eval,[00:21:40] Sarah Sachs: we maintain the eval framework.Every team owns their own evals and a lot of them we've integrated to Optin, to ci, or we run them nightly and we have a team, uh, a custom agent that triggers to a team to look at the major failures. That's really critical because if we have like all these different surfaces now, a lot of it's on the same agent harness, so it's easier to maintain.It's just packaging of different agent harnesses, but new functionality of the agent. Let's say that like we wanna update like. Uh, you know, they deprecated, sonnet, um, four or whatever it is and we need to auto update. Are[00:22:11] swyx: they already? That's so, okay. Yeah. Actually wasn't that long ago.[00:22:14] Alsesio: Theywere[00:22:14] Alsesio: just 3.5.[00:22:15] Sarah Sachs: 3.537. Just got deprecated.[00:22:18] swyx: 3 7, 5 0.2 or, yeah. No,[00:22:20] Sarah Sachs: it's not. 5.2 is five point. Five point no. Yeah, five four is 40% more expensive than five two. So if they deprecated five two, you would hear they can, you would hear from me about that one. Um, but, uh, another conversation to have.[00:22:35] swyx: I have a cheeky evals question for you.Have you noticed any secret degradation from any of the major model providers?[00:22:40] Sarah Sachs: Secret degradation,[00:22:42] swyx: like. During the War Bay, when it's high traffic, it suddenly gets dumber.[00:22:47] Sarah Sachs: Yeah. I mean, not just between the, I mean, we definitely notice flakiness, we've definitely noticed, particularly for some providers, that things are slower during working hours and[00:22:57] swyx: there's a latency argument.Yes. Not a quality argument.[00:22:59] Sarah Sachs: No. I think the quality difference that's interesting is, um, even though companies that say they're selling the same, a, it's really into like quanti quantization, but like companies that say they're selling the same model through different vendors, whether it be through first party or Bedrock, Azure, et cetera.We do see different qualities sometimes, and that's not necessarily what's advertised.[00:23:21] swyx: Yeah. Kidney went to the point of like, if we, they shipped like this, like eval across all the providers and it was like very obvious we were secret equalizing and it was very,[00:23:28] Sarah Sachs: yeah. But[00:23:29] swyx: that's very embarrassing.[00:23:30] Sarah Sachs: You know, um, we hire Subprocess to figure that out for us.So we just wanna understand where it's regressing or where it's optimized. And sometimes we're okay with regressions that optimize latency if they're the appropriate regressions. Our job is to make sure we have the evals to understand the changes that are important to us. And even like when we're partnering with labs on pre-releasees of models, they'll send us multiple snapshots.And this is less about quantization, but more just regressions. Like they have shipped models that were not the snapshots that we wanted, and they have changed the snapshots that they shipped based on the feedback that we give. Because our feedback tends to be more enterprise work focused and not coding agent focused.And definitely those can be bummers, like, you know, uh, we know that this wasn't the version you wanted, but we'll help you make it work. I mean, we always make it work, but that definitely happens.[00:24:16] Alsesio: Yeah. Do you have, um, failing evals that you're just hoping, oh, that will have success eventually when a good model comes out?[00:24:23] Sarah Sachs: Uh, I mean, yeah. So I think. I mean, I could talk about this for 60 minutes, so I will limit myself. I think it's a real issue when people say evals and it's just like, that's quality, that's like unit, I mean, it's like saying testing. It's not just unit tests, right? So. We have the equivalent of unit test.Regression test. Those live in ci, those have to pass a certain percent, you know, within some stochastic error rate. Then we have, as you're building a product, evals of these aren't passing right now, and this is launch quality. So we have a report card and we need to, on these categories, you know, be it 80 or 90% of all of these user journeys to launch, and then what we have what we call frontier or headroom evals, where we actively wanna be at 30% pass rate.And that's actually been a effort that we took in partnership with philanthropic and OpenAI in the past maybe two or three months, because we actually hit a point where our evals were saturated and we weren't able to really give insightful feedback other than it wasn't worse. And not only is that not helpful for our partners, it's not helpful for us to understand where the stream is going.You know, going back to that analogy. And so we spent a lot of time thinking about. What notions last exam looks like, right? Mm-hmm. Not just humanities, last exam. Ooh, notions last exam. Mm-hmm. And, um, there's a lot of, you know, dreams about what that would look like. I know we've talked a lot about benchmarking, um, swix, but, uh, yeah.Notions last exam is a big thing inside the company and we have people, full-time staff to it exclusively. Mm. We have a data scientist, a model behavior engineer, and an full-time, um, evals engineer just dedicated to the evals that we pass 30% of the time.[00:25:56] swyx: What you're hiring for[00:25:57] Sarah Sachs: MBEs? I am hiring[00:25:58] swyx: What is an MBEA[00:25:59] Sarah Sachs: model?Behavior Engineer Model. Behavior engineers started with a title data specialist before I joined when they were working with Simon on like, uh, Google Sheets and like Simon just needed someone to look through Google Sheets and say, yes, no, this looks bad. This looks good. Right? And so we hired people with kind of diverse linguistics background.We had like a linguistics PhD dropout. Mm-hmm. And a Stanford ate new grad. And they're amazing. And they formed a new function basically. And over time we've built a whole team, um, with a manager who's now kind of reinventing what that role is with coding agents. So they used to be kind of manually inspecting code.Now they're primarily building agents that can write evals for themselves or LLM judges. There's a really funny day I can send you the picture where Simon, about a year and a half ago, was teaching them how to use GitHub. Um, and they're on the whiteboard and it was like, okay, I think it would be so much faster if our data specialists learned how to use GitHub and like learned how to commit these things in Dakota.And, and that was then and now I think, you know, coding has been a lot more accessible. Um, but moving forward it's this mix of like data scientist PM and prompt engineer because there's craft in understanding like even like what models can and can't do things. How do we define like that headroom? How do we define like what a good journey is?Um, is this model better or not? Why is this failing? There's some qualitative work, but then there's also like a lot of instinct and taste to it, and that's not necessarily software engineering. And so we have like very firm conviction and we have had for a number of years now that that is its own career path and we have always welcomed the misfits, so to speak.So we really firmly believe that you don't need an engineering background to be the best at this job. And that's what's quite unique about this particular role.[00:27:37] Simon Last: Yeah, this is something that I've been pretty excited about recently is we made an effort basically to treat the eval system as like an agent harness.So if you think about it, like, you know, you should be able to have an agent end-to-end, download a dataset, run an eval, iterate on a failure, debug, and, and then implement a fix. And ultimately you should be able to, you know, drive the full time process with a human sort of observing the, you know, the outer uh, system.So yeah, we went, went pretty hard on that. And that's, that's worked extremely well so far. It's like basically just to turn it into a coding agent, uh, uh, problem.[00:28:11] swyx: Your coding agent or just whatever[00:28:13] Simon Last: harness No coding agent. Yeah, code, cloud code. It should be totally general. Yeah. I think if it would be a mistake to like, like fix it on any, any particular coding agent.At the end of the day, it's just like CLI tools.[00:28:21] Sarah Sachs: It's like the same way that you would've a coding agent write the unit test. You should have a coding agent write the eval.[00:28:26] swyx: Yeah.[00:28:26] Sarah Sachs: But there's a lot of supervision in that still. We just don't believe that supervision has to come from software engineers because a lot of it is like, um, kind of you XREE and whatever, and these are the people that also triage failures and tell us where we should be investing next.[00:28:40] swyx: Yeah. I'm gonna go ahead and ask a spicy question. Is there a data, there are no software engineers at Notion.[00:28:46] Simon Last: Um,[00:28:46] Sarah Sachs: what does it mean to be a software engineer?[00:28:47] swyx: Exactly.[00:28:48] Simon Last: I mean, I think the way things are going is like we're on some continuum where. If, if you look back three years ago, humans were typing all the code and then we had auto complete, you're typing list of the code.Then we had sort of like filling agents, filling lines, and now we're getting into like agents doing longer range tasks where you can debug and implement a fix and then verify it works and you know, get your, get your PR even like, like Merion deployed. I think we're sort of just moving up the abstraction ladder and then the human role becomes more about observing and maintaining the outer system.There's a string of agents flowing through, like me prs what's going off the rails. Like what do I need to approve? Is there like a learning or memory mechanism that that works? So it's kind of a hard engineering problem. There's a, you know, there's, there's a lot to do there. I think we're just sort of moving up stack[00:29:34] Sarah Sachs: the same transition machine learning engineers have made, right?Like I haven't looked at a PR curve in a while.[00:29:39] swyx: Yeah. You used to do this stuff and now, um, auto research can do it,[00:29:42] Sarah Sachs: right? Like I think it depends on what you define as a software engineer.[00:29:46] swyx: Yes. It's, that's changing for sure.[00:29:49] Sarah Sachs: I think every software engineer in notion this summer went through like this, um, sheer, um, one of our engineering leads of the company called it, like every software engineer is going through the, the, uh, identity crisis that every manager goes through, where all of a sudden they realize their ability to write code is less important than their ability to delegate in context switch.And I think that is a transition out of being a software engineer. But[00:30:12] Simon Last: yeah. Yeah, there's a critical difference to being a manager, which is that like, it is actually very deeply technical. The problem, you know, humans are very like, like, like fuzzy and you can't like treat a team of humans like a, like a rigorous system where like, you know, prs like, like flow through and can be in like a block status and then what happens when they're blocked, right.With a set of agents, you actually can do that. And, and, and I think it's actually, there's a lot of interesting technical rigor that that goes into that it's like it's a technical design problem. Ultimately.[00:30:42] Alsesio: What is the design of the software factory that you're building?[00:30:46] Simon Last: Yeah, I mean, I think we're. Trying a lot of different things.I mean, ultimately you want to design a system that requires as little human intervention as possible, but like still maintaining the in variance that, that you care about. So yeah, we're exploring a lot different ideas there. I mean, I think I could talk about a few things I think are important there.Like, one thing I think is really important is, um, having some kind of like specification layer you can just commit marked on files. Mm-hmm. That works pretty well, but[00:31:15] swyx: it's nice to be notion man. I'm just saying like the spec, like Yeah. The natural home for specs is notion.[00:31:21] Simon Last: Yeah. Right. It can be a database of pages.Yeah. I mean, it needs to be something that is, you know, human readable and I viewable and I think that's pretty key. Another really key component is like the, the self verification loop. Yes. You need really, really good testing layers, basically. And that's a really deep, uh, uh, problem. But by getting that right, you know, and then, and then it's kinda like the workflow of like.What happens when there's a bug? How does it flow into the system? Like, is it like a subagent working on it? How does it make a PR and how does that get reviewed? And me, and then, you know, so there's like the, the flow or process.[00:31:56] swyx: Yeah. Cool. Uh, you know, one thing we did work out before you guys came in was this demo or this[00:32:01] Simon Last: agents[00:32:02] swyx: agent demo.Uh,[00:32:03] Simon Last: so every,[00:32:04] Alsesio: every time we do an episode, we try the product. Right. I don't think there's ever been an episode that I haven't tried. Yeah. Um,[00:32:11] swyx: and we, we try, try is a, a big word. Like since day one lane space has been on Notion, but this is the, this is the net new thing. Yes.[00:32:18] Alsesio: So this is for Nel Labs, which is the space we're in.So next week we're opening applications for tenants. So there's a web form, let me, we got this form done here. Uh, so, uh, before. Uh, the workflow would be I get an email, then I look at the person. It was like, should I spend time talking to this person? Then I respond, they respond back. So I build this. So the name it came up for on its own.Can you maybe h how do, how does it come up with its own name?[00:32:43] Simon Last: Yeah, that's a pretty app name. It's, it, it is just a random, it's a random, a name generator.[00:32:47] Alsesio: Oh, that's funny. It just came,[00:32:49] Simon Last: the fact that it picked that is, is kind of hilarious. I'm pretty sure it's just determined,[00:32:54] Sarah Sachs: resilient collector. I, I think I've never looked at the code for that.I've never second guessed it. I think it's kind of like a madlib situation.[00:33:00] Simon Last: Yeah, I think you're right. Yeah. It's, it's totally a, a deterministic. Oh, I thought it was great. Yes. Although, although when the, if you use the AI to set itself up, it can update its own name, so. Okay. Um,[00:33:11] Sarah Sachs: how did you create it? It, did you just do[00:33:12] Alsesio: classroom?I,[00:33:13] Sarah Sachs: okay.[00:33:13] Alsesio: I did, yeah. I'll say just check my inbox for applications for a coworking space. Keep a people, so it created the database for me. Which I have here. And I guess database is like an notion table because everything is notion. Um, and then whenever um, an email comes in, like here, it just creates a new role for the person.Mm-hmm. And then it uses web search to enrich the mm-hmm. The profile. So it kind of like searches the web and it's like, this is who this person is, this is when they say they wanna move in and kind of updates everything else. This is, I mean, it's not a GI, but to me, I don't wanna do this work. So it feels like, I mean, it took me maybe like 15 minutes to set up the whole thing.Um, and I really like that most of the information should live here. You know, it is not like some other tool asking me[00:34:01] Sarah Sachs: Yeah.[00:34:01] Alsesio: To like, bring my stuff there. It's like I would've probably already created an ocean thing.[00:34:06] Sarah Sachs: Mm-hmm.[00:34:06] Alsesio: So[00:34:07] Sarah Sachs: most of our biggest use cases and gains are from. That extra layer of human involvement in the process to make it so right.And so like one of our biggest use cases is bug triaging. So if someone posts something in Slack, can you just have a custom agent that lives there that has its own routing constitution of what team this belongs to, creates a task in your task database and then posts in that Slack channel, right? Like that's like one of the first things that we built internally, I think.And it's completely changed the way that notion functions as a company. Nothing falls through, well, most things don't fall through the crack. We don't know what we don't know. But it's not replacing people, it's replacing processes.[00:34:44] Alsesio: Yeah.[00:34:44] Sarah Sachs: Right.[00:34:45] Alsesio: And I'm curious how you think about composability of these things.So the other one I was working on is like a. These filler. So whenever somebody signs up as a tenant, kind of he'll sell the lease for them. There should probably some agent that is like office manager agent mm-hmm. That can handle the request, make the lease, and then, uh, give them a ADA access to the office and all of that.How do you think about that feature?[00:35:08] Simon Last: Yeah, so I mean, there's, there's two ways you can compose. One way is by using like the data primitives. So you can, you know, you, you could give, you have one agent, uh, be writing to the database and there's another agent that's walked in the database. So that's, that's one way that they, they can coordinate that's like a little bit more decoupled and mm-hmm.Works really well. Or you, you can couple them. So I, I think it's actually not released yet. Releasing it like next week is, uh, in the settings for an agent, you can give access to invoke any other agent.[00:35:34] swyx: Hmm.[00:35:34] Simon Last: So you can have them just. Just, uh, uh, talk directly. So[00:35:37] swyx: you, was there a limit on like, number of recursions or just,[00:35:40] Simon Last: um, probably,[00:35:42] swyx: you know what I mean?Like, you can just get an infinite loop that way there's[00:35:45] Simon Last: some kind of Yeah,[00:35:46] Sarah Sachs: I think it's, there is actually a number somewhere.[00:35:49] swyx: I believe I'm just, you know, like, you're, you're, someone's gonna screw up. You[00:35:51] Simon Last: should you try to see[00:35:53] swyx: Yeah. I mean, everything's gonna be paperclips.[00:35:55] Simon Last: Oh, yeah. Yeah. But, uh, but, but that's really useful.Yeah. So we, you know, like I just, I, I helped, uh, someone internally the other day, they had, they had built like over 30 custom agents for, uh, for our go to market team doing all kinds of different things. You know, for example, like researching, you know, like, like filling information about, about a customer or like, like triaging customer feedback or like, uh, something like that.Literally over 30 of them. And, and then he, and then he even made like a database of all the agents and then he is like, okay, and, and now I'm getting 70, over 70 notifications per day with just the agents are blocked on various things. Uh, and then I was like, oh, okay, cool. You know, the obvious thing to do there is to make a manager agent,[00:36:32] Sarah Sachs: right?[00:36:33] Simon Last: That's gonna sort of blocks be another abstraction layer in between your, your, uh, uh, 30 agents. Uh, so yeah, we, we send out with like a manager agent and then has access to invoke all the other agents and it's sort of like, like watching and observing them and then it sort of, it just creates a layer of abstraction.So instead of 70 notifications per day, it's like, like five. And then, and then the manager agent can help like, uh, debug and fix any problems with the,[00:36:54] swyx: does this is a concept of like an inbox or something like piece, you're basically saying that they can message each other?[00:37:00] Simon Last: Yeah.[00:37:01] Sarah Sachs: Well[00:37:01] swyx: they use the system of record, which, which is[00:37:02] Sarah Sachs: notion, so we[00:37:03] Simon Last: actually, yeah, we didn't make any special concepts at all.[00:37:06] swyx: They're interested to the motion notifications that I would've got,[00:37:09] Sarah Sachs: they can just like write a task to a database that the other agent's task to listening to, or they can actually call a web book to the agent, like they can just add the agent. Okay.[00:37:17] Simon Last: Yeah, I mean, this is something that, that we're still working on.I, I think we, you know, like, like generally, generally the way we do these things is, you know, you first make it possible, maybe like a sort of janky way. So I, I, I think the way I set ‘em up is like, you know, we created like a new database that was sort of like issues mm-hmm. That the custom agents were, were experiencing, and then gave them all access to file an issue and then the manager has access to, to read the issues.Um, and that works pretty well, essentially like, like give it its own like internal issue tracker just for the agents. And then, you know, if that becomes a, a concept that seems useful, generally maybe we will think of how to package it in. But I mean, generally we try to just keep it to composing the primitive if we can.You know, another example of this is we have no built-in memory concept. Memory is, is just pages and databases. And so if you wanna give a memory, just give it a page and give it. Edit access to that page and the[00:38:03] swyx: human can edit it. Agent can edit[00:38:04] Simon Last: it. Yeah. And so that works, that pattern works extremely well on it.And you know, depending this case, you can have it be just a page or it could be an entire database with, you know, or, you know, I can have sub pages is is pretty on what you can do with that.[00:38:15] Alsesio: So when I was setting this up, uh, I connected my inbox and it was like, do you wanna use Gmail or Notion Mail? And I'm like, I don't wanna use Eater, I just want you to do it.I'm curious how you think about, you know, notion, mail, notion, calendar, all of these kind of ui ux interfaces, full stack[00:38:29] Simon Last: notion.[00:38:30] Alsesio: Yeah. When like at the same time you have the agents abstracting them away from you in a way, you know, how do you spend like the product calories so to speak?[00:38:37] Simon Last: Yeah, I mean, I think it's pretty important that you don't have to use, not your mail to connect to the mail capability.So we can just connect to Gmail or, or whatever you want, uh, to use. And we're thinking of the mail service as being really great to the extent that it's really agent built, right? So maybe the mail app is just sort of a prepackaged agent that helps you automate your, your inbox.[00:39:00] Alsesio: Yeah, the auto labeling is great.Think[00:39:03] Sarah Sachs: the, when we, um, integrate with Gmail for instance, we have a series of tools available that are available via MCP or API to Gmail. When we integrate with Notion Mail, we have the Notion Mail engineering team to build us the, um, exact right tools that optimize latency, optimize performance and quality.They own that quality. Um, there's product leads there. They're directly thinking about the user problems that happen in mail. So it tends to be when we build integrations and connections, we build natively first. Um, and then think about, um, extending them generally just because it's also easier. Mm-hmm. Um, um, to build natively first.Um, so that tends to be how we phase things out.[00:39:43] swyx: Talking about integrations, you prompted me, so I gotta ask. M-C-P-C-L-I. What's going on? What's the[00:39:48] Simon Last: Yeah. Opinion. I think, I mean, I'm, I'm definitely bullish and excited about cli. I think there's a few really cool things about cli. So one really cool thing is like, um, is that it's in the terminal environment, so it gets a bunch of extra power.So it, you know, for example, it can like, like paginating and cursor through like long outputs. Um, and it has a progressive disclosure inherently. Uh, so, you know, you don't see all the tools at once. It's just, you see the CLI wrapper and you can like use the, the help commands and, and, and read files. And then I think the most important thing that's, that's super cool is that there, it's also inherently a, a bootstrapped.So if there's an issue, uh, the agent can debug and fix itself within the same environment that it uses the tool.[00:40:30] swyx: Mm.[00:40:30] Simon Last: Right. Like, you know, I think I saw a tweet this morning. Someone said, you know, my agent didn't have a browser, so I asked it to make all a browser tool and within a hundred lines of code, it gave itself a little browser, like, like wrapping the, the, the chromium API, um.That's pretty incredible. And then if there was a bug, it would just immediately try to fix it. Mm-hmm. Right. On the other hand, if you use an, you know, if you use like of, of the Chrome dev tools, MCP, I've had this issue where like, like sometimes the transport gets like messed up. If it gets messed up, the agent has no way to fix itself.It, it no longer has a browser, it's, it's not broken. Right. I think that's, that's pretty fundamental, but I would say like a lot of the, the bad things about it can be fixed. Uh, so I think like, as a progressive disclosure, that can be fixed with, with right harness. Like, it, it obviously doesn't make sense to show it all the tools all the time.That's not really inherent to the MCP protocol. It's just like how you wrap it and use it.[00:41:16] swyx: There's many poorly built MCPs because we didn't know.[00:41:19] Simon Last: Yeah, yeah. I mean it was just early, like, like the obvious thing is, uh, you know, to start with is, is to just show it all the tools and it's like, okay, now we have a hundred tools.Yeah. And like the tool calling actually works. So let's of[00:41:28] swyx: your success[00:41:29] Simon Last: give it a way to like, like filter to source the tools. So yeah, I would say like broadly speaking, I'm really bullish on cli. I'm still bullish on CPS and in a certain environment. I think in, in particular, CP is really great for when you want sort of like a narrow, lightweight agent.I think there's, there's definitely a lot of use cases where, where you don't want like a full coding agent with a compute run time. And also you want it to be like more tightly permissioned. MCP inherently has a really strong permission model, like all you can do is call the tools. A CLI is a little bit murkier.It's like, can I access the, if PI token are you, like, properly sort of like re-encrypt the token so it can't like exfiltrate it, it introduce a lot of like, like new issues, which are. Real and hard to solve. And MCP is just like the dumb simple thing that works and it that it's pretty good.[00:42:12] Sarah Sachs: I'll add two more perspectives, not from it working well for Notion, but how notion like commits to both platforms.Notion is dedicated to being the best system of record for where people do their enterprise work. So we will always support our MCP and so far as other people are using cps, right? So regardless of our perspective, we've put a lot of effort into our MCP and we have a fantastic team that we're building, um, to do more there.And the second thing I'll say, I think, um, we all think a lot, but lately I've been thinking a lot about making sure there's a value alignment and pricing, um, with capability.[00:42:43] swyx: Literally our next question[00:42:44] Sarah Sachs: and. Needing language to execute deterministic tasks feels wasteful and requiring on a language model to interface with third party providers seems wasteful for tasks that don't require it.And particularly because our custom agents are using usage-based pricing. We think of pricing as like the barrier of entry for use of our product, and we're quite committed to making sure that it's not wasteful. Um, not just because it's a bad deal for our customers, but it's also bad business. We wanna have as many buyers, like there's a, there's an elasticity of demand and so if we can have our agents properly execute code that calls on CLI deterministically, it's a one-time cost, right?Versus constantly having a language model integrate with an MCP over and over and over and paying those like repeated token fees and it's happening outside the cash window, then you're paying for it over and over and over and it's just kind of unnecessary and less deterministic when it doesn't have to be.[00:43:36] Alessio: Yeah, the open-endedness I think is like, the main thing is like, well, if I go write code to just call an API, I would never use an MCP. But then you need an NCP sometimes when you know what to call, but you don't want it to restart versus like, I think the it built a browser from scratch is like, it's great when you're doing it on your own, but like if your customers were having your AI write a browser from scratch every time and you had to pay the token cost of that, yeah.You'd be like, no, no. The Chrome dev tools CP is actually pretty great. Just use that. I'm curious, how do you make that decision? Like should it be. Just straight API call very narrow. Should it be an MCP? Should it be super open-ended?[00:44:10] Sarah Sachs: Do you mean for when we ship notion capabilities or when we add capabilities to[00:44:13] Alessio: notion[00:44:14] Sarah Sachs: AI or,[00:44:14] Alessio: I mean, you might have a capability that the only way to do is an open-ended agent, like an agent with a coding sandbox.[00:44:21] Sarah Sachs: Yeah. In Notion ai they're not explicit, not We also ship an MCP.[00:44:24] Alsesio: Yeah. Yeah. In B,[00:44:25] Sarah Sachs: yeah.[00:44:26] Alsesio: Internally. Okay. Like is there ever a discussion of like, we're not gonna ship it because we're not able to tie it down? Or are you happy to just like,[00:44:33] Sarah Sachs: um, no. I mean, there are a lot of things where we choose not to use MCP because we wanna add more high touch to quality.I think search an agent to find is like the largest instance of that, where we have. Um, slack and linear and Jira search and notion that is not using necessarily the search MCP functionality that is provided by those companies. And that's because it's quite critical we think, to how our agent trajectories work is for us to have a little bit more control on the functionality of the search journey.And so it usually comes from quality and there's a long tail of things and that's why we built an MCP client or an MCP server, excuse me, so that people can connect whatever they want. There's that long tail, right. But we, for search particularly, I would say that's like the primary entry point, but there are other connections as well that it's a little bit of secret sauce a

While this episode is real, the content is all made up... or more accurately, it's about data that is made up. Synthetic data. A term that's popping up more and more regularly in marketing and measurement conversations.Listen to Winston Li (Founder @ Arima) and T.S. Kelly (Managing Director, US @ Arima) as they describe the 5 Ws (and H) of synthetic data, along with some great examples and use cases of how they answered some valuable questions for Coca-Cola and other companies.This episode was recorded live in front of a studio audience at MeasureCamp New York.00:00 Simon Missing Intro00:50 Guests And Donuts02:17 What Is Synthetic Data03:53 Related Terms Confusion05:20 Who Uses Synthetic Data06:51 How To Create It09:55 Data Sources & Legal11:50 PII Free Probabilistic Joins13:39 Validation & Trust17:09 Marketing Use Cases18:18 Coca-Cola Vending Simulation23:39 Where Synthetic Data Goes Next25:50 Audience Questions Lightning Round32:00 Wrap Up

This week we're joined by 9x All Star, 3x strikeout king, Cy Young winner, and World Series champion Chris Sale. He and our Chris talk about his meltdown in Anaheim, how he balances baseball and family, and how he sees the game differently in the back nine of his career. After that, the Queen is back to ask some of the game's biggest stars the hard hitting questions! 0:00 Knock some sense into these Chrises 0:40 Do you appreciate the game differently late in your career? 1:38 Getting drafted and called up in the same year 3:20 The most scared Sale's been on the mound 4:40 Where did Sale get his delivery? 6:00 Sale's rough night and meltdown 7:15 Balancing baseball and family 8:45 Darkest times in Sale's career 9:25 When is the last time you wore your WS ring? 9:42 How important is 3,000 strikeouts to you? 11:30 What would the Hall of Fame mean? 12:10 Don't hit yourself in the head again Follow along with Jomboy Media at theshownotes.jomboymedia.com JM Merch Store: slashline.co Featuring: Chris Sale Hosted by: Chris Rose Edited by: Alex Graap #JMBaseball Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

EASTER 2026 | WS#493 | April 5, 2026 | Victory Church#VictoryChurch #OdessaTX

Matt and Steve break down the two Ws over the weekend, preview some of the potential playoff matchups and the current state of the team. Plus, we crown a TBird GOAT.

What if the source of your best writing isn't something you control — but something you learn to collaborate with? How can ancient ideas about the muse, the daimon, and creative genius transform the way you approach your work? And what might happen if you stopped fighting the silence and let it become your greatest creative ally? With Matt Cardin, author of Writing at the Wellspring. In the intro, thoughts on bookstores and Toppings; 20 ways authors can signal humanity and build reader trust [Wish I'd Known Then]; Learning from Silence – Pico Iyer; ProWritingAid spring sale; Bones of the Deep – J.F. Penn. Today's show is sponsored by Draft2Digital, self-publishing with support, where you can get free formatting, free distribution to multiple stores, and a host of other benefits. Just go to www.draft2digital.com to get started. This show is also supported by my Patrons. Join my Community at Patreon.com/thecreativepenn Matt Cardin is the multi-award-nominated author of eight books at the convergence of horror, religion, and creativity. His latest book is Writing at the Wellspring: Tapping the Source of Your Inner Genius, which is fantastic. I actually blurbed it as follows: “A guide for writers who welcome the dark and hunger for meaning. . . . If the page is a threshold, this book will show you how to cross.” You can listen above or on your favorite podcast app or read the notes and links below. Here are the highlights and the full transcript is below. Show Notes How Matt balances a full-time academic career with his creative writing life The ancient concept of the genius, the muse, and the daimon, and why creativity is about collaboration with something beyond yourself Why the silences that come into our creative lives, including writer's block and inertia, might actually be gifts rather than obstacles The stages of the creative process Living into the dark, and embracing uncertainty How Substack and blogging can organically grow into books You can find Matt at MattCardin.com or www.livingdark.net. Transcript of the interview with Matt Cardin Joanna: Matt Cardin is the multi-award-nominated author of eight books at the convergence of horror, religion, and creativity. His latest book is Writing at the Wellspring: Tapping the Source of Your Inner Genius, which is fantastic. I actually blurbed it as follows: “A guide for writers who welcome the dark and hunger for meaning. . . . If the page is a threshold, this book will show you how to cross.” It is a great book. So welcome to the show, Matt. Matt: Well, thank you, Jo. It's really a pleasure to be here, especially since, as you and I were briefly acknowledging before we started recording, we have overlapping interests to a great degree. So it's really great to make official contact with you. Joanna: Indeed. So, first up, before we get into the book itself— Tell us a bit more about you and how you got into writing. Matt: Well, I'm one of those people whose story is probably typical in some ways, in that I really wanted to do it from the time I was a child. My father was a great writer, although he was an attorney. He wasn't a professional writer. Something about books and reading when I was a child really seriously enchanted me. I was very frustrated when I was so young—and I vividly remember this—that I couldn't read, because I loved the books that were read to me. I craved being able to read them for myself. So as soon as I gained that ability in school, it was off to the races, so to speak, and for some reason, a desire to tell stories myself came along with that. Being a “writer” was one of the earliest life desires, job or career desires, that I expressed. I was one of those young people really into fantasy, horror, and science fiction. So I was reading a lot of it and trying to emulate it and write a lot of it. There was a cinematic component—I was a movie fanatic as well. I won a local Authors' Guild short story writing contest when I was a senior in high school and began trying to write stories seriously in college. Then my interest in horror and religion became dominant over time, and that's what I ended up writing about. Joanna: Has your interest turned into paid work? That's the other thing, because there's an interest and then there's making writing more of your income and your business. Matt: Right. Well, actually, although I have made and do make money from my writing, it has always, always, always remained on the side. My main career, as far as my moneymaking life, first started off in video and media production, which is formally what I got my undergraduate college degree in. Then I switched into education. I taught high school for some years, and then now for the past, good Lord, 18 years, I have been in higher education. First as English faculty who also taught some religion courses, and then now for the past several years in the administration. I'm Vice President of Academic Affairs at a college. My writing has been something that I pursued as an avocation. As far as earning money from it, that didn't happen even with my first publication, which happened on the internet in 1998, I believe, with a horror story titled “Teeth.” It was just free—I didn't get paid. That led to paid publication of that story three or four years later, when it appeared as my very first print publication in a Lovecraftian horror anthology from Del Rey titled The Children of Cthulhu. It appeared as the final story, and that was the first time I had received a paycheck. It was a professional per-word rate. Since then I've had several books published and more stories and essays and that kind of thing. I've had income sometimes from writing and sometimes I haven't. My first book came out of that story. I attended the World Horror Convention in 2001, actually before that Lovecraftian anthology was published, but it had been placed. At the World Horror Convention, which was in Seattle that year, I met one of the two editors of that book, and that led to me having my first short story collection, Divinations of the Deep, which was not for much money, but it attracted a lot of good attention and some good reviews. So it's been like that all along. I mean, I've made a couple of runs at saying I would love to just be an author, as it were, but that doesn't seem to be in the cards for me. And honestly, I'm glad it's not. I have made the most money from some academic editing projects that I've done. I created and edited a two-volume encyclopedia of the history of horror literature, for instance, for a big academic publisher. Those are work-for-hire projects that I get paid for. Making money on my own creative vision and my own creative work has been intermittent. It really has proven over time that not having my primary creative, spiritual, and philosophical drive hooked to what I earn my bread by has been a blessing. I don't want to take this thing I love and make it be how I have to grind to earn my money. I want to keep it in a protected space. That has been spontaneously what's happened with my writing career. Joanna: Yes. I think as you say, there are a lot of benefits of that, especially where you are writing at this convergence of horror, religion, and creativity. Your writing is very deep. I would say it's on the edge of academic. I don't want to say it's completely academic, because a lot of people will find that difficult. But I think Writing at the Wellspring goes very deep while still being open to non-academic readers. As you say, I think if you had wanted to make a living with your books, you would've had to have gone in at a lighter level, perhaps. Do you think that makes sense? Matt: Yes, I know what you mean. I want to specify, I know that neither you nor I are saying anything about this as any kind of criticism or condescension to anyone who does make their living as a writer. I mean, I believe you do. Joanna: Yes, exactly. Matt: And that's fine. There really are people who have had significant commercial success from books or other things they've written that don't appear to be making huge concessions to being commercial. You can make a living as a writer, I think, and really follow your muse and not feel like you have to pander or cater or cheapen it. Then there are people who have perfectly happily decided to commercialise their work and tune it in whatever way is currently popular. That's fine. Every writer, every creative person should do what is right for him or her, in my opinion. In my particular case, I think what you said is right. I do think that I might have needed to change some things, to back off, to word them differently. Whenever I've tried to exert deliberate control like that, it just turns out that it's not something that my creative spirit wants to do. I don't really feel like I'm in contact with the work anymore. I'm fine with that. I don't think I'm doing a sweet lemons type thing. It really is the way it just needs to be. If it ever proves that me doing it strictly the way I want to do it, going however deep I want regardless of trying to appeal to a paying readership—if it turns out that at some point aligns with boatloads of money coming in, that's fine. That's perfectly fine. I'd be open to that. Joanna: Yes. Matt: I would be open to that. Joanna: You mentioned muse there, and with Writing at the Wellspring, the subtitle is “Tapping the Source of Your Inner Genius.” So I think this is a good place to talk about it. As you mentioned, you are leaning into your muse and your inner genius, and you use other terms—daemon or daimon. I think sometimes people find the word “genius” particularly very difficult because it has the connotation of brilliance in some form. So how can people think about this? How can we lean into this [genius] side of ourselves? Matt: Honestly, one thing that I would suggest people do is I would refer them to the TED Talk that Elizabeth Gilbert gave some years ago—was it 2009, 2010, 2011? It's one of the more popular TED Talks. Elizabeth Gilbert spoke about. I think it's sometimes given the title “Your Elusive Creative Genius” or something like that. Her whole talk is about the way in her own creative life, and as she recommends to others, it has been very important for her to seize on the older model that we're talking about. The most clear articulation of it is that it used to be the case—and we're talking about in ancient Western history, back to the Romans and even earlier to the Greeks—that genius was not something that you identified a person as being. It was something that a person had. And I would also say importantly, maybe had them too. In ancient Roman culture surrounding art and poetry and that kind of thing, the genius was the spirit that might, say, live in an artist's studio and would provide the same service to that artist as the Greek muses provided to someone who was writing epic poetry or history or something like that. That understanding of it has continued in various ways down through history. But there was a fateful transition as Western culture went through what we commonly call the Enlightenment and the Renaissance as well. This was where the term “genius,” while it didn't lose all those connotations of being an inspiring spirit—something that a person both has and maybe has hold of them—did become internalised to the point where we speak of people as being geniuses., which is exactly what you're talking about. I agree, some people listening to this probably have some reservations about this. They don't want to call themselves a genius because we tend to mean that's a super brilliant person, some kind of prodigy who is possessed of amazing artistic, creative, or intellectual skills. Again, that is the result of a cultural, philosophical, psychological, historical transition that occurred several centuries ago. And you still see the older meaning of it being attached sometimes. You think of people who we call geniuses being touched by something. Well, the older version—where you think of the genius, which in the way I use it in this book and also in my first book on creativity, A Course in Demonic Creativity—the genius is equivalent to the muse, which is equivalent to that other figure that you mentioned, the daemon or the daimon. It refers to a separate—what seems for all the world to be a separate—centre of intelligence or entity or influence. The thing that gives you both your creative drive and also your ideas, and serves as the source of what comes to you naturally to write. It's more than just ideas. When you talk about the ancient Greek daimon, there was a whole well-developed tradition of that in ancient Greek philosophy and religion. A daimon was, in one famous sense, a spirit that you were born with, that the gods had given you. It was like your double, your higher self. It was the thing that represented your character, your interests, the blueprint and the outline that your life was supposed to follow. There are great books written about that. There's a book by the psychologist James Hillman titled The Soul's Code. A lot of people have read it. It lays out the daimon theory and gives it application to modern instances. The idea is that everybody has a genius or has a muse or has a daimon. For writers, my recommendation is to say, whether you believe it or not, whether you take it as a metaphor—which is fine—or whether you want to get somewhat mystical and delve into the idea that maybe there's really a spirit or something, it doesn't matter. Productively, with practical, measurable results, you can learn to relate to your creative impulse as if you are collaborating internally with someone else. It's the centre of why you're interested in writing what you want to write, why you want to write the way you want to write, and even the types of things that unfold in the course of your career—both your creative career and the rest of your life, in the mould of the ancient daimon. I have found that to be a vein of great power and meaning in my own life. I do it exactly the way I'm describing. I don't actually believe it, but I don't disbelieve it. I find that in experience, it really doesn't matter. It works and it may as well be true. Joanna: I mean, obviously the book has a whole load of ways we can tap into that, but I did like that you talk about stillness and silence, because I feel like that is actually increasingly difficult as authors. Obviously it's noisy online and we're meant to be doing things like social media or interacting with people online. And then the world is just noisy. The news is noisy. There's lots of things. How can we use this idea of stillness and silence? Also, any other ways we can practically tap into this side? Matt: Sure. One thing that wanted to say itself in this book was some things I had been thinking and feeling about silence for a long time. As you say, it can be difficult these days to find what feels like the silence that we need to even get our work done. We're talking about the muse or the genius. How can we even hear it when it seems like the clamour of all the pulls that we have on our outward attention has become truly a cacophony? We have opted for this in many ways through our engagement with social media or other things, but in other ways seems like it's been thrust upon us. What I want to point out, that has been of extreme importance to me, is that many silences come into our lives as creatives that we resist. It's not just that we can't find the silence and the space that we feel like we need so as not to drown out our creativity. It's that we have unwanted silences come in, like writer's block. Or even if it doesn't feel like a block, just inertia. Just stasis. I don't know about you, but I have many, many times found myself grappling with what, for all the world, feels like a totally natural, organic sense of wanting to slip into complete inertia, just total stillness. And that feels like it has been in conflict with my creative drive. It's like I have this residual desire and also a sense of duty that I really should be writing. Maybe I have an idea in mind and I'm just not working on it. Or maybe I'm in the middle of a project and I feel like I'm abandoning it. Or maybe nothing's coming up, but I feel like it should be. I'm pushing myself, but there's a division in me where I also just want to leave it alone. Whether that means actually just sitting there silently at my writing table or in meditation, or maybe just going about regular daily life and forgetting about trying to fulfil this creative calling. I really think there's a vein of gold to be tapped in the silences that come to all of us. Because as I said, that can be in the middle of daily activity. We have this kind of franticness, some of us, about our creativity. We get wrapped up in it. We feel bound to it. The thing that so much of the time we want to think is a gift—we're proud of it, we cherish it, we like our writing—also becomes a burden. This fantasy of just chucking it all, of just saying, “I would love to be free of it. It's like something that's weighing me down. I'm sorry that I roped myself into it. I would love to just sink into complete silence.” This sort of meditative thing, or just muteness—hey, that is valid to hear. That's valid to heed when it comes up. I mean, sometimes we have gotten ourselves into situations where we have external responsibilities and deadlines, and it's important to try and honour those and not be a bad person on the level of just fulfilling practical obligations. It's also important to recognise you've got silence offering itself to you in all kinds of ways. The more important silence is paradoxically the one that we so often resist if we're creative people and feel like we have to be making. The more important silence is not whether or not your outward conditions seem like they're a clamour and they're chaotic and they're distracting and they're full of pressure. It's that inner silence. So I recommend paying attention to when it comes up. And for practical ways—they are endless. Take advantage of early mornings. A lot of people have found great value in getting up earlier than they are used to and making a practice of that, and either just meditating or free writing. Maybe using, for example, Julia Cameron's famous practice of morning pages, which has been valuable to me sometimes. Or doing things like—as I've said about the muse and the genius and the daimon—personify your unconscious mind and maybe write down a dialogue between yourself and your creative spirit, whether about your current project or just about your life and your creativity as a whole. There are various tricks to get in touch with this unconscious part of you, and I really am convinced out of practical personal experience that it's not necessary to have outer silence and outer spaciousness when you can find it within yourself. You can find it through some of these exercises for getting in alignment with what your creativity wants to do. You can get in touch with it if you're paying attention to what you might not recognise as a gift—offering it to yourself. If things go quiet and you think, “Oh no, I should be doing something”—why not let that be a place where things can germinate? Why not let that be the silence that you might not be able to find on the outside? Joanna: Yes, and I'm feeling guilty here because of course we are producing a podcast episode for people to listen to. I find personally that one of the places I can find silence is when I walk. It's not obviously silent outside, but I am definitely guilty of always listening to podcasts, often at very fast speed as well. Sometimes when I go for a walk, I just deliberately do not listen to anything—don't listen to an audiobook, don't listen to a podcast—and a lot comes up there. I have my phone with me, and when I get back from those walks and jot down things that come up in my mind, I will have so many notes of things that have come up in my brain during the walk. It's really difficult, isn't it? Because I know you also love input. You do a lot of research. As I said, your books have a lot of research in them, and so we both like doing the research. But also I definitely find that has to be balanced with the time for letting it come out again in some form, with that mental silence. You also talk about being uncomfortable, and I feel like sometimes that silence can be uncomfortable as well. Matt: Yes, it can be. There's no telling what might come up when you are faced with silence. Again, it's one of those things—even the outer kind that we think we crave. Sometimes it's a bit frightening when it comes up, which is why we try to fill it with things, like this podcast episode for example. There's a threshold that you can notice you cross sometimes, where what was a natural desire to connect with something that you heard about and found interesting becomes a bit frantic. Where now, really, what might be good is if you shut off—didn't go for the next podcast episode or didn't go for the next click to the website—if you just shut the browser and just sat there and did something else. You're kind of, with a little desperateness, trying to fill the void. What you described about needing to get quiet and let things happen—yes. I love reading and research, but the classic stages of the creative process—first codified, I think, by Graham Wallas, if I remember correctly—they still work. It's really good sometimes to have a model and understand how it works. You have what's sometimes called the preparation stage. All the input, all the research, all the brainstorming, all that kind of thing. Then the incubation stage can be vastly important. That can get frightening, both because the silence seems somehow threatening, like something about you is going to be exposed. Or maybe that you're going to lose the thread of whatever it was and it's never going to come out. But really, if you just stop and let your muse, let your genius do its thing, let your unconscious do its thing, it will suggest itself again. It will come up on its own. Ideas will come back. You'll realise, “Oh, I didn't know what I was going to do with that character. I didn't know how these ideas were going to come together. I didn't even know what this idea for a story, a book, or an essay was going to be.” It comes back up, and with you working with it, it shows what it wanted to be all along. This whole thing about doing the preparation and then allowing it to incubate and germinate and then sprout when it wants to, that still works. Part of the reason that we're scared of the silence, I'm convinced, is because each of us operates in our psychological selves as a closed system. It's like we each comprise our own cosmos, so to speak. I know you know that I have worked in horror literature, the literature of cosmic fear. In cosmic horror, as laid out by the likes of Lovecraft and others, the basic effect has been analysed as constituting a disturbance of the universe. That's the horror of cosmic horror—the world is transformed into this nightmarish thing in a cosmic horror story, where there's a haunting, threatening presence that's out of the ordinary and it's somehow bound up with the narrator's interior world. Life reveals itself as supernaturally or ontologically something nightmarish—there are awful forces that are about to erupt all the time. And whether anybody's into cosmic horror or not, I think it's pretty accurate to say that we each constitute our own world, our own cosmos. A lot of the noise that we make—the mental noise and the complications we introduce into our own lives—is, usually unconsciously, trying to stave off confrontation with the otherness that is outside the barrier of our personal sense of self. The weird thing is that that otherness is actually in us, and in fact, we can approach it in the figure of the daemon or the daimon or the muse. So creativity is fraught. You're dealing with something that you might want to think, “Oh, this is great, it's going to be the source of my ideas, it's going to fulfil my creativity.” Well, yes, but it is frightening to think about the fact of something about yourself being beyond yourself and perhaps being out of your conscious control and somehow guiding your destiny. A lot of people have trouble getting along with their own unconscious, which is another way to put it. There's a horror, a fear, a dread effect that comes when we feel like we are out of control. We all face that ultimately—when it comes to our death, for example. There are some spiritual traditions that talk about dying before you die, that being basically the way to enlightenment in those traditions. Recognising and coming to terms with the fact that this thing that is you, that you call yourself, is transitory. It is only there by being enclosed within and swamped from without by this thing that is not you, which is a sort of void to which you'll return. In the book, I deal with some of that, and I talk about it from a non-dual spiritual viewpoint, because ultimately for me, these creative questions have become inseparable from spiritual questions. Joanna: Yes. And obviously people know about my book Writing the Shadow, which is how we really connected around this Jungian idea of the shadow and the darkness. I agree with you—there's some really interesting things at the juxtaposition of all of these topics, which we could talk about for a long time. I do want to ask you around your idea of “living into the dark.” Because I feel like you do take things beyond just the writing into this idea of living into it. So maybe talk a bit about that. And obviously synchronicity, which is a Jungian psychology concept. Matt: Living into the dark is the thing that forms the overarching ethos or perspective for me of all this. I got the term from “writing into the dark,” which actually comes from the American science fiction and fantasy author Dean Wesley Smith. He wrote a book titled Writing Into the Dark, subtitled “Writing Without an Outline.” It's a great book. I recommend it to anyone. It is about forsaking and foregoing the felt need to outline writing in advance and trusting your creative mind to be able to make up a story in real time. That draws on the deep nature of storytelling to come out right. Therefore you write into the dark, as if you're walking down a road where you have a lantern and you can only see one step ahead. You haven't mapped out the territory. It was a great metaphor. I had already been thinking in that direction about life and about creativity for some time when I first came across that book. I devoured it and recognised it described how I had already been writing anyway, which is one reason it was so powerful for me. Then it edged out into a broader understanding for me that I had also been coming up with, that I just ended up calling “living into the dark.” None of us knows where anything is going, that much is obvious. But living into the dark goes farther than that, to embrace this understanding. I think of this in connection with what so many people, either personally or because of jobs they have where they're required to think like this. I think of this in terms of the famous five-year plan that so many of us want to draw up. There's nothing wrong with a five-year plan or a ten-year plan or a one-year plan. You can come up with that for practical purposes and try and chart where you're going, but we too often forget that that's just a fantasy exercise. We are not actually thinking into the future, nor are we ever actually thinking into the past. Remembering the past, predicting or projecting the future—both are events that are happening right now, in this moment, which is always now. It's no less now than it was when you and I first started this conversation. Past and future are projections—mental projections right now. And everything is unfolding in the present in real time, which effectively means what's going to come next is coming out of—well, we don't know where it's coming out of. Darkness. Living into the dark is living with full-on contact with, and awareness of, and embrace of this fact that we don't know what's coming up. That encompasses all of life and all of creativity. That same darkness, if it's helpful for you to take on this emotional tenor—which it is for me—can relate to the darkness in cosmic horror fiction, or to some of the rich traditions of darkness, like in Daoism with the yin contrasted with yang. Yin is the dark, moon, feminine aspect of things—the receptive source of the universe. This idea of living into the dark, of just accepting that we're all on this journey on a path where we can only see one step ahead, even if that far, has been meaningful to me. It's been meaningful to my creativity, and I recommend it to anybody to whom it appeals. It takes a lot of pressure off. I think that's a guiding meta-theme for me—trying to take the pressure off us from trying to control things that can't be controlled, and more stepping into that flow of understanding: what's going to come to me is going to come to me, and my posture toward it, whether I align with it or not, is what's going to determine my experience of it. You mentioned synchronicity. It's interesting. It's verifiable. I know a lot of people have verified it for themselves. Maybe some people listening to this have too. It's verifiable that when you really get in tune with this present-moment thing and get in tune with your creativity—and you can tell when you're aligned and not, when you feel blocked or when you feel resistance or not—when these things align on their own sometimes, strange coincidences do happen. Jung talked about synchronicity as an acausal connecting principle. That was probably due to the fact that the psyche is not separate from the fabric of the world that gives rise to it, so that we might have subjective things—impressions, fantasies, dreams—that we rather uncannily see mirrored in objective events. Like the famous thing that clarified and coalesced that for him: a psychotherapy session with a patient who was describing a dream she'd been having about a scarab beetle. Then he heard a tapping at the window of his office and he went there and opened it, and there was a European beetle—a kind of scarab beetle, much like the Egyptian scarab—that was there. He held it up and said to the woman, “Is this your beetle? Here is your beetle.” It just blew her mind. It opened new levels of the therapy that she was receiving. Those kinds of things happen. I've had them happen. Joanna: Me too. Matt: If you're a long-time writer or reader, you're familiar with the library genie—the library daemon, we sometimes refer to it as—the book that, just at the moment you think of it and realise, “Oh yes…” You're doing your study, and it doesn't have to be a library, it could be on the web or whatever. You finally realise what it is that you need, what you've been looking for, and in some cases it literally falls off the shelf onto someone's head. What do you make of those when they happen? At the very least, it rattles your cage. You might enter a state of suspended judgement about whether we really are living in a kind of magical cosmos full of real correspondences. It's a bit like the daimon or the muse: is it a metaphor? Is it just an interpretation, or is it something real? Probably the best place is one of profoundly, actively embraced agnosticism, and just take it for what it is. Joanna: Yes, and leaning more into your intuition. I think you definitely demonstrate that in the book as well, really exploring a lot of very interesting topics. Now, we are almost out of time, but you do have a Substack, The Living Dark, where you publish essays, and you've also got all kinds of really interesting books. I want people to go have a look at some of the other stuff you've written, especially if you enjoy horror and religion and all of that kind of thing. So just to ask, how do you decide when something is an essay on The Living Dark, and how do you decide when you are going to put it in a book or in some other way? I feel like a lot of authors are thinking about Substack but don't necessarily know what to put on it. I think I first connected with you on your Substack, where I was like, “Oh, this guy's writing interesting, weird stuff.” How do you use Substack as opposed to writing for your books? Matt: Sure. Let me answer by first talking about what happened previously with that first book on creativity that I mentioned, A Course in Demonic Creativity. I had all kinds of thoughts and ideas coming up, seeded over many years of practice and reading about the daimon and the daemon and the genius and the muse. In 2009 I founded a blog—it was just a WordPress blog—and I titled it Daemon Muse. I attended to it for two to three years. A lot of people ended up reading it. I really did not have any plans, not even any back-burner plans, of taking the material that I published in posts there about this way of creativity and making it a book. I did realise about a year and a half in that essentially I had a book I had already written in those posts. So it took some work, and I spent six months making it all into a coherent book. By the way, that book was only ever published as a PDF, which is still free on my website, MattCardin.com—although plans for the first-ever print edition of it are in motion right now. That was published in 2011. When I went to Substack and started my newsletter there in 2022—and by the way, it wasn't originally called The Living Dark; my first title was “Living Into the Dark,” and then I changed it about a year, year and a half in—I kind of am doing the same thing. It's been a while since I took anything and thought, “I'm writing a book with it.” I write what comes to me to write. You know how Substack Notes is Substack's own version of social media, kind of like Twitter used to be or like X kind of is now. It happens all the time that I write things that just stay in contact with people as a Substack Note—some short thing. And then I realise I wanted to say more about that. Or you have what happened just this morning. Three or four hours before you and I were talking, I started writing a Substack Note and it got so long I realised I had something that could be a post to The Living Dark. So I switched over and finished it that way. The book Writing at the Wellspring came together after I had written things for a couple of years at The Living Dark and realised that I could trace a path through about a third of the posts that I had ever published there, and had the makings of a book. So that, plus other material from earlier in my life—there are things from my private journals from years ago in Writing at the Wellspring—plus some new material, ended up turning into that book. So I'm not thinking about the difference, is what I'm saying. I find writing at my Living Dark newsletter to be a needful and enjoyable creative outlet, partly because I have some 3,800 readers now and it feels good to be in contact with them and to have that audience and to know that there's that eye on what I'm writing. That's partly because I just have the freedom to work it out to my satisfaction and publish it there. I'm already halfway forming another book that will be of a different focus, to come from things that I have published there. So for me, there's an organic relationship between Substack writing, or any kind of blogging, and the writing of books. If people haven't thought about that, they might want to consider it. If you have one already or if you're thinking of starting a blog on Substack or anywhere else, maybe you have things that can guide you to a book that already exists and you just haven't realised it. Joanna: So where can people find you and your books and everything you do online? Matt: Well, The Living Dark that we're talking about is at www.livingdark.net—and it does require the three Ws at the beginning to get there. Then my author website is MattCardin.com, and you can go to the books page there to get a link to all the books I've published and read about them. Joanna: Great. Well, thanks so much for your time, Matt. That was fantastic. Matt: Thank you, Jo. I really appreciate the invitation.The post Writing At The Wellspring: Tapping The Source Of Your Inner Genius With Matt Cardin first appeared on The Creative Penn.

Send us Fan MailMilk supply can feel mysterious when you're tired, sore, and staring at a hungry newborn. We sit down and make lactogenesis practical by walking through what's happening in the breast during pregnancy, what flips hormonally right after the placenta delivers, and why “milk coming in” usually peaks around days 2 to 5. Along the way, we translate the science into the questions we hear every week: Is leaking in pregnancy a good sign? Why does engorgement happen? When should we worry about a lump, redness, or nipple discharge? We also get honest about the lived experience of feeding in the real world. We talk delayed lactogenesis and the common culprits like retained placental fragments, postpartum hemorrhage and pituitary effects, PCOS, cesarean timing, and edema from heavy IV fluids that can make latch feel impossible. Then we shift into lactogenesis 3, where supply becomes locally regulated and milk removal drives production, including the role of the feedback inhibitor of lactation. If you've ever panicked because your breasts suddenly felt soft or you stopped leaking around week 3, we explain why that can actually be a sign your body has calibrated beautifully. Letdown is its own puzzle, so we dig into oxytocin, what blocks it (stress, fear, pain, cold), and simple tools that help, including warmth before feeds, cold after, and the “three Ws” that support pumping and letdown: warmth, water, and watching. We wrap with fast myth-busting and one of our favorite postpartum interventions: teaching partners and families how to protect the “oxytocin bubble” so the feeding parent can focus on rest, baby, and recovery. Subscribe for more evidence-based midwifery conversations, share this with a friend who's feeding a newborn, and leave a review with your biggest milk-supply question.#TheGoldenHour #Breastfeeding #ChestFeeding #NourishingNewborns #DemandAndSupply #Lactogenesis #BreastfeedingJourney #ProtectTheOxytocinBubble #Support

Chaim Bloom joins us live from BPV to talk all things Cardinals ahead of his first Opening Day as President of Baseball Operations. We talk about the Velasquez and him not making the Opening Day roster along with a number of other Cardinal topics. We talk about the optimism for the ballclub along with the negativity from a portion of the fan base. David Eckstein joins the show live from BPV. David tells us an awesome story about how David Freese reignited his childlike love of baseball after his 2011 heroics. Then, 2006 WS teammate of David, Jim Edmonds, joins the show to talk it over with David and the guys. We get David and Jim's thoughts on the state of the 2026 Cardinals. David and Jim tell stories of their early days of playing ball and the pressure to perform when they got called up. Wrapping up the program and getting ready for Cardinals Opening Day.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

David Eckstein joins the show live from BPV. David tells us an awesome story about how David Freese reignited his childlike love of baseball after his 2011 heroics. Then, 2006 WS teammate of David, Jim Edmonds, joins the show to talk it over with David and the guys. We get David and Jim's thoughts on the state of the 2026 Cardinals. David and Jim tell stories of their early days of playing ball and the pressure to perform when they got called up. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Seth and Sean discuss their excitement level for the World Baseball Classic championship, and react to something weird that Aaron Judge and Juan Soto had to say indicating they put the WBC on a level above playing in the MLB and WS.

!function(){try{var d=document.documentElement,c=d.classList;c.remove('light','dark');var e=localStorage.getItem('theme');if('system'===e||(!e&&true)){var t='(prefers-color-scheme: dark)',m=window.matchMedia(t);if(m.media!==t||m.matches){d.style.colorScheme = 'dark';c.add('dark')}else{d.style.colorScheme = 'light';c.add('light')}}else if(e){c.add(e|| '')}if(e==='light'||e==='dark')d.style.colorScheme=e}catch(e){}}()!function(){try{const t=localStorage.getItem("oai/apps/chatTheme/user-o92mEGCImh6FJHZE0l1Byw8L");document.documentElement.dataset.chatTheme="string"==typeof t?JSON.parse(t):void 0}catch(e){}}();Skip to contentJSChat historyNew chat⇧⌘OSearch chats⌘KImagesAppsDeep researchCodexProjectsYour chatsATP Weekly Indian Wells ReviewWTA Miami Open PreviewAlex Eala Indian Wells LossSEO Description for VideoHijikata Stuns BublikSEO Description for NorrieAlex Eala Indian Wells WinTsitsipas Career CrossroadsIndian Wells Tjen LossSpice tolerance comparisonWTA Weekly Indian Wells PreviewIndian Wells Preview 2026Indian Wells Draw ReactionBucsa Wins First WTA TitleLuciano Darderi ATP WinWTA Austin Final BreakdownATP Weekly Indian Wells PreviewTennis News and PreviewsTikTok Description TennisExample chat: Ask anythingJSJohn SilkFreeUpgradeGet PlusChatGPTGet PlusShareYou said:Podcast description for: ATP Weekly: Indian Wells review | Where are we at with the Sinner-Alcaraz rivalry? Is Medvedev back? Tien or Fonseca: How do they compare? How good was Draper-Djokovic?ChatGPT said:WritingIn this week's episode of ATP Weekly, we break down everything from Indian Wells and what it tells us about the current state of the men's tour.We start with a full Indian Wells review—the standout performances, surprises, and what the tournament revealed about the ATP landscape. Then we dive into the evolving Sinner–Alcaraz rivalry: where does it stand right now, and is it shaping up to define this era of men's tennis?We also discuss Daniil Medvedev's form and whether his recent level signals a true return to his best tennis. On the rising-stars front, we compare two of the most exciting young prospects on tour: Learner Tien and João Fonseca—how their games differ, their ceilings, and who might break through first.Finally, we analyze one of the most compelling matches of the tournament: Jack Draper vs. Novak Djokovic. How high was the level? What did it show about Draper's potential—and about Djokovic's current position in the field?All that and more on this week's episode of ATP Weekly.Is this conversation helpful so far?

Strategic workforce planning is back, and not in a nostalgic “this trend is back around” kind of way. It is back because the old staffing model, react late, hire fast, hope the market delivers, is failing more often than it works. The biggest misunderstanding is still the same one: strategic workforce planning is not long-term headcount forecasting. It is not a spreadsheet exercise dressed up with better visuals. It is a business discipline that exists for one reason, to stop leaders from committing to strategies the workforce cannot deliver.In this episode of Workplace Stories, David Edwards, author of The Strategic Workforce Planning Handbook, lays out a definition of SWP that is refreshingly usable. Strategic workforce planning is workforce planning for the strategic things in the organization, not an attempt to plan the entire workforce. That single shift makes SWP more approachable, more realistic, and far more effective.If you have not listened yet, this is one of those episodes worth hearing end-to-end. The conversation is practical, occasionally blunt, and full of the kind of “this is what actually happens inside companies” detail that most workforce planning content avoids.You will want to hear this episode if you are interested in...[00:00] A clearer, more usable definition of strategic workforce planning.[00:43] Why SWP is back right now.[03:20] How SWP supports scenario thinking without false precision.[09:50] The questions SWP must answer to be useful.[11:40] Uncertainty, talent scarcity, and skills half-life as drivers.[14:30] Why SWP is an exercise in ambiguity, not certainty.[17:20] Why SWP works best as a business process, not an HR project.[20:05] What HR should do if it is not included in strategy conversations.[22:00] How to define “strategic” beyond leadership roles.[25:10] Why tasks matter more than skills for future work.[28:00] The contextual data missing from most workforce planning.[31:15] How AI forces better workforce planning questions.[41:20] What happens when SWP forces leaders to narrow priorities.[45:30] What to do when the business will not listen.[46:45] Why this work matters at the human level.Strategic Workforce Planning Starts With One Uncomfortable QuestionStrategic workforce planning becomes useful the moment it stops pretending it can predict the future. The real starting point is simple: Is the workforce fit for the organization's future business purpose? That framing does two things immediately. First, it moves SWP out of the “HR process” bucket and into the “business execution” bucket. Second, it forces the conversation away from false certainty and toward risk, trade-offs, and feasibility.One of the most helpful parts of this episode is how clearly the conversation draws a line between strategic and long-term. Strategic does not automatically mean five years out. In some organizations, planning 15 months ahead is strategic compared to how they have historically operated. If you want the cleanest definition of SWP in the most human language possible, it is worth listening to the early part of the conversation where this is unpacked in real time.Why Workforce Planning Has ReturnedWorkforce planning always comes and goes. It resurfaces when the world feels unstable, and it fades when leaders believe they can hire their way out of problems.Right now, hiring your way out of problems is not working.There is too much uncertainty, and it is coming from too many directions at once. Geopolitical instability affects where work can happen. Talent shortages continue to constrain hiring. Skills decay faster than most organizations can reskill. Generational shifts are changing expectations around mobility and development. And technology is changing the shape of work itself.The point is not that leaders suddenly became more disciplined. The point is that the environment is forcing discipline.Strategic workforce planning is the response to that reality. Not because it gives certainty, but because it gives options. It gives a way to talk about what might happen without having to pretend anyone knows exactly what will happen.Strategic Workforce Planning Works When It Stops Being “HR's Thing”A lot of SWP efforts fail for a predictable reason. They are treated like an HR deliverable. A report. A deck. A spreadsheet. A set of numbers handed over to leadership. Strategic workforce planning is not a deliverable. It is a business process. It is a feasibility process. It is a risk conversation. One of the strongest through-lines in this episode is the idea that HR must initiate this conversation, not because HR owns strategy, but because HR holds the missing information. HR knows things about recruiting realities, workforce behavior, retention patterns, internal mobility, and capability development that business leaders often overlook.But knowledge is not enough. The shift HR has to make is from reporting to synthesis. People analytics without business context is just numbers. When workforce data is layered onto business strategy, a story emerges. A small function may be revenue-critical. A demographic cliff may be coming. The external market may not supply replacements. The timeline may be unrealistic.This is where SWP becomes sharp.Strategic Does Not Mean Leadership OnlyMany organizations quietly turn strategic workforce planning into succession planning. They define strategic as director and above, focus on leadership roles, and build plans around titles. That is leadership continuity planning. It is not strategic workforce planning. Strategic workforce planning is about what is material. Sometimes the most strategic workforce segment is a small team of individual contributors with rare expertise and direct revenue impact. They may never appear in succession planning decks. They may not have high-profile titles. But losing them becomes a board-level issue the moment revenue drops or delivery fails. Skills Are Not the Answer, Tasks Are the Missing MiddleSkills still matter, but the skills conversation has gotten out ahead of itself. The problem is not that skills are irrelevant. The problem is that skills are being treated as the answer to a question they cannot solve. Skills describe people. Work is made of tasks. People use skills to perform tasks. That middle layer is what connects workforce planning to reality. This becomes especially obvious when AI enters the picture. AI does not simply change which skills people need. It changes which tasks exist, how tasks are performed, and which tasks no longer require a human at all. If an organization cannot describe how work is changing at the task level, the skills conversation stays abstract. It becomes a taxonomy exercise instead of a planning exercise .This is one of the most useful reframes in the conversation, and if you are wrestling with the skills-versus-tasks debate inside your organization, it is worth hearing how this is discussed in context.Workforce Planning Has to Include the Person, Not Just the SkillA skill taxonomy can tell an organization that someone has a skill. It cannot tell the organization whether that person wants to use it. Whether they have demonstrated it in real execution. Whether they are willing to take on leadership. Whether they just moved into a role and are still ramping. Strategic workforce planning becomes more realistic when it includes contextual data, not just skill labels. This is where SWP becomes less about classification and more about decision-making. It stops treating people like skill containers and starts treating them like human beings with preferences, histories, and constraints.HR Influence Requires Persistence, Risk Language, and Political SkillEven when HR gets the analysis right, many organizations still do not listen. That is not paranoia. It is often true. In environments where HR has historically been transactional, leaders do not expect HR to challenge strategy feasibility. They do not expect HR to raise uncomfortable risks. They do not expect HR to show up with options. Strategic workforce planning forces HR into a different posture. It requires HR to speak in the language of risk, to persist, and to get political when necessary. If one group will not listen, find another that will. Engage operational risk. Borrow credibility. Use the channels that the organization already respects. This is one of those episodes where the advice is not theoretical. It is practical, and it is the kind of thing HR leaders often need to hear said out loud.Connect With David EdwardsDavid Edwards on LinkedinConnect With RedThread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn Twitter

From overcoming initial anxieties through hackathons and playful experiments, to setting an ambitious organizational roadmap for AI, Dessalen Wood shares how Syntax is embedding artificial intelligence across departments, focusing on pragmatic progress rather than hype.You'll hear stories about driving excitement, learning by doing, and the all-important challenge of measuring real impact. More than just technology, this episode dives into the culture shifts, collaboration with IT, and leadership mindsets that are pushing companies out of their comfort zones and into the future, while keeping authenticity and humanity front and center.You will want to hear this episode if you are interested in...00:00 Overcoming AI fear through collaboration03:30 Defining AI readiness today09:55 AI's role in business transformation15:46 AI anxiety in the workplace22:05 Making AI adoption fun28:11 AI expertise requires human touch36:42 AI strategy: Three layers explained41:31 True transformation vs. improvement53:21 Rethinking work, technology, and AIOvercoming AI AnxietyEarly stages of AI adoption in organizations are often marked by fear. Employees worry about being displaced, making mistakes, or failing to keep up. At Syntax, Dessalen Wood and her fellow leaders tackled these concerns by creating safe, engaging, and transparent opportunities to experiment.One of the most effective strategies was an organization-wide AI hackathon. Everyone, regardless of their role, was invited to submit ideas for automation and improvement—ideas that the tech team then built. Not only did this demystify AI, but it also provided a healthy dose of competition and excitement. Dessalen describes that, “Instead of people fearing automation, it became a competition... People were saying, please, automate my tasks!” This shift from apprehension to enthusiasm helped break through adoption barriers and foster a culture of creative problem-solving.Structuring Success: A Multi-Layered AI RoadmapSyntax's approach moves AI from a buzzword to a set of actionable strategies. The leadership distinguished between three core areas:Department Initiatives: Leveraging AI for productivity and process improvement within teamsCustomer Value: Enhancing solutions and services delivered to external clientsBusiness Transformation: Reimagining core business models and operations for strategic advantageMany organizations mistakenly assume one AI initiative will magically improve all three—but real impact comes from tailored strategies for each. In practice, this means differentiating between continuous improvement (making existing tasks more efficient) and true reinvention (fundamentally transforming how and why work gets done).The creation of AI champions, employees trained as internal advocates and solution designers, helped ensure that innovative ideas didn't just sit in a backlog. Instead, those not ready for large-scale investment could be adapted, piloted, and iterated by these champions, keeping the spirit of experimentation alive while prioritizing resources for the highest-value initiatives.The Human Element: Authenticity, Experimentation, and MeasurementAs AI tools become more prevalent, a new challenge emerges: maintaining authenticity in communication, development, and leadership. The team discussed the “hollowed-out leader” phenomenon—where over-reliance on AI could dilute critical thinking and personal investment. Dessalen explains why expertise, context, and human customization are more important than ever: If it doesn't demonstrate expertise and isn't highly curated, it just turns people off.Measurement is also evolving. Early wins in AI productivity are being tracked, not just in terms of completion rates or tool adoption, but in demonstrable business outcomes and stretch goals. Syntax uses tools that help employees articulate their productivity gains and set new impact targets, ensuring that activity translates into organizational value.Resources & People MentionedExperience Qualtrics Management Resources Connect with Dessalen WoodDessalen Wood on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES