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I ran across a story this week about a company that looks at a retired wind turbine and sees a supply chain. Paladin EnviroTech is taking apart aging turbines at an Iowa wind farm to recover the rare earth magnets inside the generators. Some newer models hold nearly a ton of them, which the company values at close to $100,000 per turbine. For years, recyclers went after the copper and let the rest go. The rare earths ended up in steel scrap and were lost for good. I enjoy discoveries like this because the opportunity sat in front of everyone for so long, and it took someone willing to wrestle 100,000-pound components onto flatbeds in a muddy field to go get it. That is not glamorous work, but it is exactly how supply chains get built. It connects to our industry, too. The same magnets sit inside hard drives, MRI machines, and EV motors, and Paladin expects those products to make up a good share of its supply. We talk a lot about securing critical materials from new sources, and some of that supply is already in the products we use, and it comes back sooner when we build the collection and processing to match. For anyone working in recovery or supply chain, what would it take to make this work at scale for electronics? https://lnkd.in/eKgshQDf

A battery you can swallow that powers electronics inside your body for three days and then dissolves. MIT researchers just showed that this is not science fiction. It is early stage, and the path to human use involves years of biocompatibility testing. But the materials behind it, cellulose, magnesium, beeswax, are worth paying attention to. Ingestible electronics have always hit the same wall: the power source. A biodegradable battery tunable to the application is a meaningful step past that wall. This is the third time in recent months I have come across bio-based materials doing things we assumed required conventional electronics. Fungi for PCBs. Edible batteries. I am not sure what to call the pattern yet, but I am paying attention to it. https://lnkd.in/eC3jUf6A

my take is that all of the voice demo's we can get on the web doesn't prove it works i called a voice AI demo a few weeks ago from another company and it was really good, natural and it handled my use-case pretty well! (+ understood my terrible french accent) the thing is, a demo only proves the voice works. it doesn't prove the agent can actually do anything (ours included sorry Guillaume Luccisano) & on monday i heard a real call that we handled for a customer for a lost order, where we had to update the shipping address + reship the order in the backend, while the person was on the line. Holy cow it worked amazingly well! This is a true demonstration of what we can do on Voice, and the good news is that it's basically one-click away for our merchants. Link if you didn't read my message above: yuma.ai/voice-demo but if you want to see a real demo, on your customers, ping me :)

Back in December 2022, Yuma was the first company to put AI agents in production for ecommerce customer support. Almost 4 years later, we have had a pretty great run pushing that idea to its limits. But after 4 years building on top of a technology evolving this fast, something had to change... We call that change Yuma 2.0. One AI agent. One set of rules. Every customer. Every channel. Inbound and outbound. That is really the idea: a single, unified platform to run your entire CX operation. When we started Yuma, the challenge was getting an AI to reliably solve a customer support ticket. We had to do all kinds of gymnastics to get the models to behave, stay within the right boundaries and reliably take actions. Today, models are dramatically more capable. It has also never been easier to spin up a basic AI support agent. Give someone Claude or ChatGPT and they can probably get a convincing demo running in a few days. But a demo is one thing. Building something a company can trust to run at scale is another. More importantly, our customers are asking us for much more now. As I keep telling the team, bringing the most value to our customers is paramount. Today, CX teams are still spread across too many tools. One for support. One for voice. One for social. Another for outbound marketing. Different rules. Different context. Different levels of trust. I think that era is over. Our customers increasingly want to consolidate their customer experience around a single core system they can trust. So after almost 4 years of building Yuma, it was time to make another big leap. Part technological leap, part leap of faith, part founder instinct ;) Because I still deeply believe we are only seeing the very early glimpse of what AI will let us achieve. So with Yuma 2.0: • A single, unified set of rules ✅ • Inbound support across email, chat, social, reviews and voice ✅ • Outbound campaigns, from proactive service notifications to marketing and re-engagement ✅ • A deep understanding of every customer across every interaction ✅ • Public social engagement across Facebook and Instagram ✅ • Pre-sales conversations that help customers buy and increase conversion ✅ All powered by the same underlying AI agent. And that last detail matters: • Not a voice product bolted onto support. • Not a separate agent doing outreach. • Not 5 systems trying to understand the same customer. 👉 One agent, operating across the entire customer experience. We have baked almost 4 years of work, mistakes, customer feedback and learnings into this new version of Yuma. It is more powerful, more accurate, and lets our customers do things that simply were not possible when we started. I think this is where CX is going. And just like we did back in 2022, we want to be early in showing what that future can look like. That is Yuma 2.0. Come talk to us and see the mind-blowing things you can build today. Cheers to the next 4 years 🥂

"Everything in the pharma sector is driven by regulations." That’s how a former Capex finance lead summed up pharma when we talked at the Why summit Capex Conference in Boston in middle of October. That raises questions most Capex processes struggle to answer: → How do you compare a compliance project with a capacity project that has a strong NPV? → When regulatory work jumps the queue, which growth investments move back, and who sees the knock-on effect? → Does the business case show the cost of waiting, as well as the price of the project? AI was the other topic everyone wanted to discuss. The most practical uses we heard start with data companies already have: turning demand forecasts into capacity needs, and learning from past projects, so a step that always took twice as long is planned that way next time. The Capex questions here are just as concrete: → Is our project history clean enough for AI to learn from? → Who checks an AI-supported recommendation before capital is committed? Regulation decides what must be done. AI can help decide what comes next. Both need one connected view of the Capex portfolio. Curious how ready your process is for both? Our Capex Maturity Assessment takes about three minutes: https://lnkd.in/dXg5MSHf

Empregado do PagBank pode ser reconhecido como bancário? Decisão do TRT reforça direitos trabalhistas Uma decisão do Tribunal Regional do Trabalho da 2ª Região reacendeu uma discussão cada vez mais frequente no Direito do Trabalho: empregados do PagBank e do PagSeguro podem ter o reconhecimento da condição de bancários? No caso analisado, o Tribunal concluiu que o trabalhador exercia atividades tipicamente bancárias e determinou seu enquadramento como bancário durante todo o contrato de trabalho, garantindo direitos previstos nas normas coletivas da categoria. A decisão observou que o empregado atuava com abertura e validação de contas, gestão de contas digitais, oferta de produtos financeiros, investimentos, CDB, antecipação de recebíveis e outros serviços disponibilizados pelo PagBank aos clientes. Para o TRT, a realidade das atividades desempenhadas deve prevalecer sobre o nome do cargo ou o enquadramento adotado pela empresa. O acórdão também destacou que a classificação da empresa como instituição de pagamento perante o Banco Central não impede o reconhecimento de direitos trabalhistas quando o empregado exerce, na prática, funções inerentes à atividade bancária. A regulamentação do sistema financeiro possui finalidade distinta das normas que protegem as relações de trabalho. Com o enquadramento como bancário, o trabalhador passou a ter direito ao pagamento das horas extras além da 6ª diária e da 30ª semanal, com reflexos em férias, 13º salário, FGTS, aviso-prévio e repousos semanais remunerados. O Tribunal também condenou a empresa ao pagamento de auxílio-refeição, auxílio-alimentação e décima terceira cesta alimentação, conforme previsto nas convenções coletivas da categoria. Essa decisão demonstra que o enquadramento sindical não depende apenas da atividade econômica registrada pela empresa. No Direito do Trabalho prevalece o princípio da primazia da realidade, segundo o qual a Justiça analisa as funções efetivamente desempenhadas pelo empregado. Cada caso deve ser analisado individualmente, mas profissionais que trabalham no PagBank, PagSeguro, fintechs, bancos digitais e empresas de meios de pagamento exercendo atividades relacionadas à comercialização de produtos financeiros podem possuir fundamentos para discutir judicialmente o reconhecimento da condição de bancário e os direitos decorrentes desse enquadramento. A transformação do mercado financeiro trouxe novos modelos de negócio, mas não afastou a aplicação dos princípios que protegem o trabalhador. Quando a realidade das funções evidencia o exercício de atividades tipicamente bancárias, a Justiça do Trabalho pode reconhecer os direitos correspondentes. Palavras-chave SEO: PagBank, PagSeguro, bancário, enquadramento bancário, fintech, banco digital, horas extras bancário, jornada de 6 horas, direitos trabalhistas, TRT-2, Direito do Trabalho.

The semester ended. The loaner laptops didn't all come back, and the help desk can't say who has the rest. This one comes from campus IT teams. In August, the help desk hands out loaner laptops, tablets, and hotspots for the semester. A form, a signature, a row in a spreadsheet. In December they come back in waves. A few get checked in properly. Most go into a bin behind the desk, to deal with after finals. Laptops without chargers. Hotspots in the wrong bag. A few devices not at all. Meanwhile, the business school borrowed a cart of laptops for orientation week and never quite sent them back. A grad assistant who finished in May still has a laptop next to her name. The spreadsheet says who signed in August. It doesn't say who has the device now. What I see work for campus IT: Each loaner goes out as one kit (laptop, charger, hotspot), scanned to a named person with a due date and automatic reminders. If the charger doesn't come back, the check-in shows it right there. Students reserve a loaner in a self-service portal, so the help desk isn't running a waitlist by email. Laptops live in the same system as the rest of the campus gear, so a loan to another department stays on the record, and devices come back when someone leaves. See how campus IT keeps track of every loaner: https://lnkd.in/e6fSWDds

How incredible would it be if a navigation platform didn't just show you where a charger is, but let you actually use it, right there, in the app? Today, 90% of them hand you off at the moment that matters. Theyve done the hard part. Theyve shown you exactly where the charger is on the map. They direct you to it. But then you get there and can’t do what you came to do. You can’t actually charge. So you have to download a different app, or pay ad-hoc at the station. Finding the charger is just one part of the picture, and I think navigation platforms in particular are missing a major opportunity here. Heres what it could look like instead: You’re navigating to your destination. You arrive, you charge, you pay. All within that same tool. You dont just see a charger, you can actually transact with it. No new app to download, no new account to register. You just pay with Apple Pay, Google Pay, PayPal, whatever you already use, and youre done. You get on with your day. Thats the gap most platforms havent closed yet. Showing someone a charger is only part of the journey. Letting them actually use it completes it.

When I first set out to build the Circular Computing brand and proposition, plenty of people in the industry questioned the logic. Why on earth would any company invest millions in a dedicated facility to remanufacture laptops when the business world was quite happy buying brand new? But today, no one is questioning it, as everything has changed. The price of 'brand new' has skyrocketed as AI data centres are devouring global memory production and chipmakers are shifting capacity away from standard PCs. The result is what many are calling "RAMageddon": sharp price increases, component supply chain bottlenecks and severe pressure on IT budgets. Alongside this, the world has got wise to the sustainability equation for 'new' and we innovated to build a product that is "equal to or better than new". It really is the perfect storm for increased adoption of non-new laptops. As the wider market grapples with increased lead times and rising costs, that commitment to long-term resilience means we are able to support organisations with high-spec, reliable laptops at scale.

AI completely changed how search ads work for #SaaS. Here's what's changing, and what it means for how you spend.

I've watched dozens of bootstrapped SaaS founders pour 6 figures into paid ads, convinced it'll be the thing that finally scales them. But the math doesn't care how badly you want it to work. It cares about your funding model and what stage you're actually in. #saas #growth

Five years ago, the world scrambled for any laptops available to keep the lights on and allow people to work from home. Now, those same machines are going through a replacement process, just as we are standing at the edge of a massive IT supply chain crisis. The industry is telling you that you have no choice but to pay the premium. Manufacturers are hiking prices due to RAM and SSD increases, and lead times are growing. They want you to believe "new" is the only way to stay resilient. I believe that is a lie. It is a logic built on waste – both financially and physically. At Circular Computing, we provide enterprise-grade HP, Dell, and Lenovo laptops at scale. We call it "The New New®." This isn’t "second-hand" tech. It is remanufactured to perform like new, but costs up to 40% less and saves CO2, water and minerals with every unit. We only rent this planet from the next generation and buying new isn’t a badge of honour - but being resourceful to get through a crisis is.

It felt like I could run Agileday demos almost in my sleep and with my eyes closed. 😆 But the last few days and weeks have been different. After hundreds of meetings and demos, I knew the workflows and scenarios by heart. But the latest Agileday release with MCPs, prompts, agents and automations changed all of that. The number of variations and possibilities has exploded. Now deviation and margin analysis with suggestions happens automatically. Delivery setups with tailored CVs are ready right after you create the opportunity in CRM. And so on. And to be honest, it has been hard to let go of the old patterns and think in a completely new way about how different use cases can be handled through agents and automation. Suddenly, things we used to only wish for are now possible. Super proud of our brilliant development team. Incredible work! More information about the new amazing release here: https://lnkd.in/dv_iXDjG

14,000 submissions from more than 20 countries. One winner in financial services. We're very proud that Codat won Best AI Solution in Financial Services at Microsoft's Global AI Hackathon. Banks often rely on statements, spreadsheets and periodic reviews to understand their business customers' finances. Codat gives them a regularly refreshed view through consented connections to accounting and ERP systems. Our Banking AI Assistant combines that financial picture with the bank's own products and relationship context, and surfaces relevant opportunities directly in Microsoft Copilot. The numbers are calculated from agreed definitions over consented accounting data. Microsoft Copilot explains what they mean. The banker decides what to do. In our hackathon demo, the assistant identified $2.4m in payments to card-accepting suppliers, 27 additional days of payment terms and around $34k in potential annual rebates. It's a practical way to turn reliable financial information into better conversations with business customers. More on the winning solution: https://lnkd.in/eKEv-VXv

Der wichtigste Button im KI-Service könnte heißen: Mit einem Menschen sprechen. Stell dir eine Kundin vor, die ihre Stromrechnung nicht versteht. Sie öffnet den KI-Assistenten. Bevor sie ihre Frage eintippt, sucht sie den Weg zu einem Menschen. Sie findet ihn. Und beginnt das Gespräch mit der KI. Das wirkt widersprüchlich. Die sichtbare Alternative könnte ihr aber genau die Sicherheit geben, es auszuprobieren. Sie behält die Entscheidung. Sie muss keine Angst haben, im System festzustecken. Das legt eine Studie mit 3000 Teilnehmern zum Kundenservice nahe (link zur Studie im Kommentar). Eine menschliche Alternative verbesserte die Bewertung des KI-Angebots und verringerte Bedenken. Wie wichtig dieser Weg ist, zeigt der Vergleich zweier Serviceprozesse. Im ersten fehlt der Weg zum Menschen. Die KI versteht die Rechnungsfrage nicht. Die Kundin formuliert um. Wieder dieselbe Antwort. Irgendwann schließt sie das Fenster. Die Rechnung bleibt ungeklärt. Im zweiten übernimmt eine Mitarbeiterin. Sie bekommt den bisherigen Dialog und die offene Frage mit. Die Kundin muss ihre Geschichte nicht noch einmal erzählen. Die Mitarbeiterin klärt die Rechnung. Wer ausschließlich vermiedene Mitarbeiterkontakte zählt, könnte den ersten Verlauf besser bewerten. Kein Mensch beschäftigt. Automatisierungsziel erreicht. Das Dashboard feiert. Die Kundin hat aufgegeben. Ein vermiedener Mitarbeiterkontakt kann auch ein verlorener Kunde sein. Service zu entlasten ist sinnvoll. Nur sollten wir dabei erkennen, ob Arbeit erledigt wurde oder ein Kunde mit seinem Problem verschwunden ist. Aus meiner Sicht gehört deshalb der gesamte Verlauf in die Auswertung. Also drei Ausgänge: durch die KI gelöst, nach einer Übergabe geklärt oder abgebrochen mit unbekanntem Ausgang. Dazu kommen die gesamte Lösungszeit und erneute Kontakte zur selben Frage. Eine Übergabe ist ein sinnvoller Teil des Service, wenn sie zur Lösung führt. Dafür braucht es einen sichtbaren Zugang, den bisherigen Gesprächskontext und klare Zuständigkeiten. Außerhalb der Servicezeiten gehört eine verlässliche Rückrufoption dazu. Das Serviceversprechen dahinter ist einfach: Du kannst hier anfangen. Und wenn du nicht weiterkommst, übernehmen wir. Wie siehst du das, Weiterleitung zum Mensch anbieten oder konsequent auf KI setzen?

The light died in the middle of a student's end of year thesis shoot. Someone had reported it three weeks earlier. This one comes up a lot when I talk to campus production teams. The studio is booked for a senior's thesis film. Last scene of the day. Mid-take, a studio light flickers out, and 12 people are standing in the dark. The students go find the equipment manager. She calls the studio technician. Now it's an emergency. He's on a ladder within the hour. He fixes it. Before he goes home, he searches the shop inbox. There it is, from three weeks ago: "light 3 acting weird?" He doesn't even know who sent it. Someone reacted. Nobody tagged maintenance. Nobody ignored it. It just had nowhere to go except an inbox, so the light stayed in use until it failed with a full crew under it. A 5:30 p.m. emergency, for a problem someone reported three weeks earlier. What I see work: whoever spots the problem flags the light in an app, right then. The light can't be booked until it's fixed. The technician gets a repair work order with the light's history and who reported it. So it gets fixed before the next shoot, not in the middle of one. Here's how campus teams keep gear ready: https://lnkd.in/e6fSWDds

One accomplishes wonders with a great team! Today marks the biggest milestone of Agileday since the launch of the solution. We are bringing Agents to the spotlight: https://lnkd.in/dHx77YZ2 For me as this is crucial as the launch allows a total change of speed to our customers. Long workflows are now executed with a single request: building the winning staffing composition to a million euro RFP can be now done with a single ask. And the best requests can be shared with team members instantly. Our customers ask Agileday to support capabilities that are specific to their business. Previously we have needed to prioritize those needs against the needs of our entire customer base. Now the agent connects to their systems landscape via MCP, fetches the needed context and executes the task autonomously. What this means is that the Agileday will enable our customers to scale their business without growing the overhead. The compounding intelligence of the Agents allows our customers to run their business in a way that hasn't been possible before. This has required huge effort from the whole team and I'm super proud of the outcome.

𝟯𝟬𝟬 𝗮𝗮𝗻𝗺𝗲𝗹𝗱𝗶𝗻𝗴𝗲𝗻 𝘃𝗼𝗼𝗿 𝗷𝗲 𝗲𝘃𝗲𝗻𝘁. 𝗚𝗲𝘄𝗲𝗹𝗱𝗶𝗴! 𝗠𝗮𝗮𝗿 𝗵𝗼𝗲𝘃𝗲𝗲𝗹 𝗺𝗲𝗻𝘀𝗲𝗻 𝗸𝗼𝗺𝗲𝗻 𝗲𝗿 𝗱𝗮𝗮𝗱𝘄𝗲𝗿𝗸𝗲𝗹𝗶𝗷𝗸 𝗼𝗽𝗱𝗮𝗴𝗲𝗻? Vooral bij gratis events is no-show een bekend probleem. Mensen melden zich enthousiast aan, maar op de dag zelf blijft een deel van de stoelen leeg. En dat is niet alleen vervelend voor de organisatie. Ook sprekers, workshopleiders en cateraars merken de gevolgen. We kijken vaak naar het aantal registraties als maatstaf voor succes. Maar een inschrijving zegt nog weinig over hoe betrokken iemand werkelijk is. En daar ligt volgens mij een belangrijke kans voor eventmanagers. Want hoewel je no-show nooit helemaal kunt voorkomen, kun je deelnemers wel helpen om bewuster voor jouw event te kiezen. Hoe bouw je aan die betrokkenheid? En waarom is het soms juist goed om deelnemers de mogelijkheid te geven om zich af te melden? In deze video deel ik mijn kijk op no-show en geef ik graag praktische adviezen. #eventmanagement #eventorganisatie #Yellenge

Most supplier shortlists have the same blind spot: the suppliers nobody contacted. I learned that early. At uni I ran a small clothing brand and spent weeks trying to find a factory. Directories, trade fair lists, cold emails. I wrote to a handful, chased the ones that didn't answered, and picked the best of a tiny sample. I never knew what I’d missed. Procurement teams do the same search for hundreds of categories a year, with far more at stake, and most of it still happens in email and spreadsheets. On Friday we shipped RFx in Speya. Describe what you need, and Speya finds and vets the right suppliers, then sends the request to all of them at once. We tested it on our own cleaning contract: one request, 100 providers, and several quotes beat what we pay today. I can now do in minutes what I couldn’t do back then. More importantly, so can a category manager with 40 open requests. If your team still runs RFQs by hand, I’d like to hear where it hurts most.

For HCPs in the UK and Ireland only. This post has been developed in collaboration with, and funded by, Boehringer Ingelheim. References available via the linked resource below. We wouldn't do a cardiovascular disease review without a blood pressure reading. So why do we do them without a uACR? Sometimes we come across data so stark that it makes you stop and think – how can we do better in our clinical practice? 66% of adults with recorded hypertension in England did not receive a uACR test in the last 12 months preceding December 2025 [Data extracted from CVDPrevent; accessed at: https://lnkd.in/di3xrbEy]. CKD isn't just a kidney problem, it is a cardiovascular problem! People with CKD are 6x more likely to experience a major cardiovascular event and are more likely to die from a heart attack or stroke than ever reaching end-stage renal disease (Based on Greater Manchester data) [Boehringer Ingelheim. Data on file. CRM 2-131025]. Albuminuria, measured by a urine ACR test, is an independent cardiovascular risk marker. Even modest rises can be associated with dramatically higher CV risk, including a 69% increased risk of CV disease [Xia et al, Int J Clin Exp Med 2015]. And it can signal damage to the structure of the kidneys way before eGFR has moved at all. The uACR test is simple. It's cheap and it requires little more than the right bottle to collect it in. When interpreted alongside clinical assessment, eGFR and other established cardiovascular risk factors, uACR identifies people with or at risk of kidney damage earlier, enables better risk stratification, and informs timely use of evidence-based therapies that can slow progression and reduce CV risk in accordance with current clinical guidance. Yet, despite all our guidelines recommending testing, the majority of patients with hypertension are being missed, meaning we can’t know for sure just how high their cardiovascular risk is… We can do better. uACR should be part of every cardiovascular review. 👇 Watch the video and click on the link below for more. And if this resonates, share it. Let's get the word out there and let’s get testing. https://lnkd.in/dc-pFrWg NP-GB-107940 v2 | October 2026

Funcionário de maquininha é financiário? O que diz o Tema 177 do TST e como a Justiça vem decidindo nos casos Stone, PagBank, Cielo, Rede, Mercado Pago, Alelo, GetNet, Brasil Card, Creditas, entre outros. Trabalha vendendo maquininha, antecipação de recebíveis ou empréstimo para lojista? Você pode ser financiário, com jornada de 6 horas e os direitos da convenção coletiva da categoria. O Pleno do Tribunal Superior do Trabalho fixou tese vinculante no Tema 177 (RR-0011793-60.2023.5.18.0241): "Os empregados das administradoras de cartão de crédito enquadram-se na categoria profissional dos financiários." Na prática, isso significa: ✔ jornada de 6 horas diárias e 30 semanais (art. 224 da CLT e Súmula 55 do TST); ✔ horas extras a partir da 6ª hora; ✔ piso, reajustes, PLR, vale-refeição e vale-alimentação da convenção coletiva dos financiários. "Mas a minha empresa diz que é instituição de pagamento." Esse é o argumento mais usado pelas empresas, e o TST já sinalizou que o Tema 177 não se estende automaticamente às instituições de pagamento. Mas o que define o enquadramento é a atividade real, não o nome no CNPJ nem o registro no Banco Central. É o princípio da primazia da realidade (art. 9º da CLT). A própria empresa do caso que originou o Tema 177 opera hoje como instituição de pagamento. Os Tribunais Regionais têm reconhecido isso: • o TRT da 4ª Região (RS) tem reiterado o enquadramento de empregados da Stone como financiários; • o TRT da 1ª Região (RJ), pela 10ª Turma, manteve condenação da Stone que reconheceu empregado como financiário; • o TRT da 8ª Região (PA/AP) reconheceu como financiária uma ex-empregada da Stone que atuava com antecipação de recebíveis, empréstimos e contas digitais. ⚠ Atenção ao prazo: você tem 2 anos, contados da rescisão do contrato, para entrar com a ação trabalhista. Passado esse prazo, perde o direito de cobrar. Dentro da ação, é possível cobrar os últimos 5 anos, contados da data em que o processo é ajuizado (art. 7º, XXIX, da Constituição, e Súmula 308, I, do TST). Cada mês de espera é um mês a menos de direitos. Se você trabalha ou trabalhou em empresa de maquininha, conta digital ou crédito: 1. Registre o que você realmente fazia: oferta de empréstimo, capital de giro, antecipação de recebíveis, abertura de conta, metas de produtos financeiros. 2. Guarde e-mails, mensagens, prints de sistemas e registros de jornada. 3. Não deixe o prazo de 2 anos correr. Cada caso depende da prova das atividades exercidas. Se você se identificou, vale uma análise individual. 📲 *Trabalha com maquininhas de cartão, antecipação de recebíveis ou empréstimos para lojistas?* Você pode ter direito ao enquadramento como financiário e a benefícios como jornada de 6 horas, horas extras e direitos previstos na convenção coletiva da categoria! 👉 *Clique no link nos comentários e saiba mais sobre seus direitos!*

Onze podcast 𝐆𝐞𝐰𝐨𝐨𝐧, 𝐨𝐯𝐞𝐫 𝐆𝐞𝐥𝐝 is live! 💸 Waarom is geld voor de een nooit genoeg, terwijl de ander alles weggeeft? Waarom geeft het de een vrijheid en de ander juist angst? En wat blijft er van je over als het ineens verdwijnt? Jacqueline van den Ende gaat hierover in gesprek met een aantal zeer bijzondere gasten. Jacqueline richtte Carbon Equity op vanuit de overtuiging dat geld bepaalt wat groeit, wat verdwijnt en welke ideeën een kans krijgen. In haar rol als CEO spreekt ze veel ondernemers en investeerders. Dit zijn mensen die bedrijven opbouwden, vermogens verdienden en soms ook veel kwijtraakten. Die gesprekken gaan bijna nooit alleen over geld. Ze gaan over vrijheid. Angst. Status. Controle. Bewijsdrang. Over hoeveel genoeg is en waarom dat voor iedereen iets anders betekent. Precies daarover gaat deze podcast. In aflevering 1 spreekt Jacqueline met Jort Kelder. Jort beweegt zich al decennialang tussen geld, macht en status. Als voormalig hoofdredacteur van Quote kent hij de codes van rijk Nederland, maar hij kijkt er ook met de nodige ironie naar. Hij praat over geld als vrijheid en als last. Wanneer maakt vermogen je vrij en wanneer wordt het iets dat je moet beschermen? En wat heb je uiteindelijk aan rijkdom als er niemand is om die mee te delen? Link in de comments. Volgende week komt aflevering 2 met Robert Vis, dus stay tuned! Special thanks to Freek van Leeuwen voor de fijne samenwerking.

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