Reading Time: 9 minutes In marketing, data isn’t a buzzword. It’s the lifeblood of all successful campaigns. But are you truly harnessing its power, or are you drowning in a sea of information? To answer this question, we sat down with Ankur Kothari, a seasoned Martech expert, to dive deep into this crucial topic. This interview, originally conducted for Chapter 6 of “The Customer Engagement Book: Adapt or Die” explores how businesses can translate raw data into actionable insights that drive real results. Ankur shares his wealth of knowledge on identifying valuable customer engagement data, distinguishing between signal and noise, and ultimately, shaping real-time strategies that keep companies ahead of the curve.   Ankur Kothari Q&A Interview 1. What types of customer engagement data are most valuable for making strategic business decisions? Primarily, there are four different buckets of customer engagement data. I would begin with behavioral data, encompassing website interaction, purchase history, and other app usage patterns. Second would be demographic information: age, location, income, and other relevant personal characteristics. Third would be sentiment analysis, where we derive information from social media interaction, customer feedback, or other customer reviews. Fourth would be the customer journey data. We track touchpoints across various channels of the customers to understand the customer journey path and conversion. Combining these four primary sources helps us understand the engagement data. 2. How do you distinguish between data that is actionable versus data that is just noise? First is keeping relevant to your business objectives, making actionable data that directly relates to your specific goals or KPIs, and then taking help from statistical significance. Actionable data shows clear patterns or trends that are statistically valid, whereas other data consists of random fluctuations or outliers, which may not be what you are interested in. You also want to make sure that there is consistency across sources. Actionable insights are typically corroborated by multiple data points or channels, while other data or noise can be more isolated and contradictory. Actionable data suggests clear opportunities for improvement or decision making, whereas noise does not lead to meaningful actions or changes in strategy. By applying these criteria, I can effectively filter out the noise and focus on data that delivers or drives valuable business decisions. 3. How can customer engagement data be used to identify and prioritize new business opportunities? First, it helps us to uncover unmet needs. By analyzing the customer feedback, touch points, support interactions, or usage patterns, we can identify the gaps in our current offerings or areas where customers are experiencing pain points. Second would be identifying emerging needs. Monitoring changes in customer behavior or preferences over time can reveal new market trends or shifts in demand, allowing my company to adapt their products or services accordingly. Third would be segmentation analysis. Detailed customer data analysis enables us to identify unserved or underserved segments or niche markets that may represent untapped opportunities for growth or expansion into newer areas and new geographies. Last is to build competitive differentiation. Engagement data can highlight where our companies outperform competitors, helping us to prioritize opportunities that leverage existing strengths and unique selling propositions. 4. Can you share an example of where data insights directly influenced a critical decision? I will share an example from my previous organization at one of the financial services where we were very data-driven, which made a major impact on our critical decision regarding our credit card offerings. We analyzed the customer engagement data, and we discovered that a large segment of our millennial customers were underutilizing our traditional credit cards but showed high engagement with mobile payment platforms. That insight led us to develop and launch our first digital credit card product with enhanced mobile features and rewards tailored to the millennial spending habits. Since we had access to a lot of transactional data as well, we were able to build a financial product which met that specific segment’s needs. That data-driven decision resulted in a 40% increase in our new credit card applications from this demographic within the first quarter of the launch. Subsequently, our market share improved in that specific segment, which was very crucial. 5. Are there any other examples of ways that you see customer engagement data being able to shape marketing strategy in real time? When it comes to using the engagement data in real-time, we do quite a few things. In the recent past two, three years, we are using that for dynamic content personalization, adjusting the website content, email messaging, or ad creative based on real-time user behavior and preferences. We automate campaign optimization using specific AI-driven tools to continuously analyze performance metrics and automatically reallocate the budget to top-performing channels or ad segments. Then we also build responsive social media engagement platforms like monitoring social media sentiments and trending topics to quickly adapt the messaging and create timely and relevant content. With one-on-one personalization, we do a lot of A/B testing as part of the overall rapid testing and market elements like subject lines, CTAs, and building various successful variants of the campaigns. 6. How are you doing the 1:1 personalization? We have advanced CDP systems, and we are tracking each customer’s behavior in real-time. So the moment they move to different channels, we know what the context is, what the relevance is, and the recent interaction points, so we can cater the right offer. So for example, if you looked at a certain offer on the website and you came from Google, and then the next day you walk into an in-person interaction, our agent will already know that you were looking at that offer. That gives our customer or potential customer more one-to-one personalization instead of just segment-based or bulk interaction kind of experience. We have a huge team of data scientists, data analysts, and AI model creators who help us to analyze big volumes of data and bring the right insights to our marketing and sales team so that they can provide the right experience to our customers. 7. What role does customer engagement data play in influencing cross-functional decisions, such as with product development, sales, and customer service? Primarily with product development — we have different products, not just the financial products or products whichever organizations sell, but also various products like mobile apps or websites they use for transactions. So that kind of product development gets improved. The engagement data helps our sales and marketing teams create more targeted campaigns, optimize channel selection, and refine messaging to resonate with specific customer segments. Customer service also gets helped by anticipating common issues, personalizing support interactions over the phone or email or chat, and proactively addressing potential problems, leading to improved customer satisfaction and retention. So in general, cross-functional application of engagement improves the customer-centric approach throughout the organization. 8. What do you think some of the main challenges marketers face when trying to translate customer engagement data into actionable business insights? I think the huge amount of data we are dealing with. As we are getting more digitally savvy and most of the customers are moving to digital channels, we are getting a lot of data, and that sheer volume of data can be overwhelming, making it very difficult to identify truly meaningful patterns and insights. Because of the huge data overload, we create data silos in this process, so information often exists in separate systems across different departments. We are not able to build a holistic view of customer engagement. Because of data silos and overload of data, data quality issues appear. There is inconsistency, and inaccurate data can lead to incorrect insights or poor decision-making. Quality issues could also be due to the wrong format of the data, or the data is stale and no longer relevant. As we are growing and adding more people to help us understand customer engagement, I’ve also noticed that technical folks, especially data scientists and data analysts, lack skills to properly interpret the data or apply data insights effectively. So there’s a lack of understanding of marketing and sales as domains. It’s a huge effort and can take a lot of investment. Not being able to calculate the ROI of your overall investment is a big challenge that many organizations are facing. 9. Why do you think the analysts don’t have the business acumen to properly do more than analyze the data? If people do not have the right idea of why we are collecting this data, we collect a lot of noise, and that brings in huge volumes of data. If you cannot stop that from step one—not bringing noise into the data system—that cannot be done by just technical folks or people who do not have business knowledge. Business people do not know everything about what data is being collected from which source and what data they need. It’s a gap between business domain knowledge, specifically marketing and sales needs, and technical folks who don’t have a lot of exposure to that side. Similarly, marketing business people do not have much exposure to the technical side — what’s possible to do with data, how much effort it takes, what’s relevant versus not relevant, and how to prioritize which data sources will be most important. 10. Do you have any suggestions for how this can be overcome, or have you seen it in action where it has been solved before? First, cross-functional training: training different roles to help them understand why we’re doing this and what the business goals are, giving technical people exposure to what marketing and sales teams do. And giving business folks exposure to the technology side through training on different tools, strategies, and the roadmap of data integrations. The second is helping teams work more collaboratively. So it’s not like the technology team works in a silo and comes back when their work is done, and then marketing and sales teams act upon it. Now we’re making it more like one team. You work together so that you can complement each other, and we have a better strategy from day one. 11. How do you address skepticism or resistance from stakeholders when presenting data-driven recommendations? We present clear business cases where we demonstrate how data-driven recommendations can directly align with business objectives and potential ROI. We build compelling visualizations, easy-to-understand charts and graphs that clearly illustrate the insights and the implications for business goals. We also do a lot of POCs and pilot projects with small-scale implementations to showcase tangible results and build confidence in the data-driven approach throughout the organization. 12. What technologies or tools have you found most effective for gathering and analyzing customer engagement data? I’ve found that Customer Data Platforms help us unify customer data from various sources, providing a comprehensive view of customer interactions across touch points. Having advanced analytics platforms — tools with AI and machine learning capabilities that can process large volumes of data and uncover complex patterns and insights — is a great value to us. We always use, or many organizations use, marketing automation systems to improve marketing team productivity, helping us track and analyze customer interactions across multiple channels. Another thing is social media listening tools, wherever your brand is mentioned or you want to measure customer sentiment over social media, or track the engagement of your campaigns across social media platforms. Last is web analytical tools, which provide detailed insights into your website visitors’ behaviors and engagement metrics, for browser apps, small browser apps, various devices, and mobile apps. 13. How do you ensure data quality and consistency across multiple channels to make these informed decisions? We established clear guidelines for data collection, storage, and usage across all channels to maintain consistency. Then we use data integration platforms — tools that consolidate data from various sources into a single unified view, reducing discrepancies and inconsistencies. While we collect data from different sources, we clean the data so it becomes cleaner with every stage of processing. We also conduct regular data audits — performing periodic checks to identify and rectify data quality issues, ensuring accuracy and reliability of information. We also deploy standardized data formats. On top of that, we have various automated data cleansing tools, specific software to detect and correct data errors, redundancies, duplicates, and inconsistencies in data sets automatically. 14. How do you see the role of customer engagement data evolving in shaping business strategies over the next five years? The first thing that’s been the biggest trend from the past two years is AI-driven decision making, which I think will become more prevalent, with advanced algorithms processing vast amounts of engagement data in real-time to inform strategic choices. Somewhat related to this is predictive analytics, which will play an even larger role, enabling businesses to anticipate customer needs and market trends with more accuracy and better predictive capabilities. We also touched upon hyper-personalization. We are all trying to strive toward more hyper-personalization at scale, which is more one-on-one personalization, as we are increasingly capturing more engagement data and have bigger systems and infrastructure to support processing those large volumes of data so we can achieve those hyper-personalization use cases. As the world is collecting more data, privacy concerns and regulations come into play. I believe in the next few years there will be more innovation toward how businesses can collect data ethically and what the usage practices are, leading to more transparent and consent-based engagement data strategies. And lastly, I think about the integration of engagement data, which is always a big challenge. I believe as we’re solving those integration challenges, we are adding more and more complex data sources to the picture. So I think there will need to be more innovation or sophistication brought into data integration strategies, which will help us take a truly customer-centric approach to strategy formulation.   This interview Q&A was hosted with Ankur Kothari, a previous Martech Executive, for Chapter 6 of The Customer Engagement Book: Adapt or Die. Download the PDF or request a physical copy of the book here. The post Ankur Kothari Q&A: Customer Engagement Book Interview appeared first on MoEngage. #ankur #kothari #qampampa #customer #engagement

Hi, friends! Welcome to Installer No. 87, your guide to the best and Verge-iest stuff in the world.This week, I’ve been reading about Sabrina Carpenter and Khaby Lame and intimacy coordinators, finally making a dent in Barbarians at the Gate, watching all the Ben Schwartz and Friends I can find on YouTube, planning my days with the new Finalist beta, recklessly installing all the Apple developer betas after WWDC, thoroughly enjoying Dakota Johnson’s current press tour, and trying to clear all my inboxes before I go on parental leave. It’s… going.I also have for you a much-awaited new browser, a surprise update to a great photo editor, a neat trailer for a meh-looking movie, a classic Steve Jobs speech, and much more. Slightly shorter issue this week, sorry; there’s just a lot going on, but I didn’t want to leave y’all hanging entirely. Oh, and: we’ll be off next week, for Juneteenth, vacation, and general summer chaos reasons. We’ll be back in full force after that, though! Let’s get into it.The DropDia. I know there are a lot of Arc fans here in the Installerverse, and I know you, like me, will have a lot of feelings about the company’s new and extremely AI-focused browser. Personally, I don’t see leaving Arc anytime soon, but there are some really fascinating ideasin Dia already. Snapseed 3.0. I completely forgot Snapseed even existed, and now here’s a really nice update with a bunch of new editing tools and a nice new redesign! As straightforward photo editors go, this is one of the better ones. The new version is only on iOS right now, but I assume it’s heading to Android shortly.“I Tried To Make Something In America.” I was first turned onto the story of the Smarter Scrubber by a great Search Engine episode, and this is a great companion to the story about what it really takes to bring manufacturing back to the US. And why it’s hard to justify.. That link, and the trailer, will only do anything for you if you have a newer iPhone. But even if you don’t care about the movie, the trailer — which actually buzzes in sync with the car’s rumbles and revs — is just really, really cool. Android 16. You can’t get the cool, colorful new look just yet or the desktop mode I am extremely excited about — there’s a lot of good stuff in Android 16 but most of it is coming later. Still, Live Updates look good, and there’s some helpful accessibility stuff, as well.The Infinite Machine Olto. I am such a sucker for any kind of futuristic-looking electric scooter, and this one really hits the sweet spot. Part moped, part e-bike, all Blade Runner vibes. If it wasn’t then I would’ve probably ordered one already.The Fujifilm X-E5. I kept wondering why Fujifilm didn’t just make, like, a hundred different great-looking cameras at every imaginable price because everyone wants a camera this cool. Well, here we are! It’s a spin on the X100VI but with interchangeable lenses and a few power-user features. All my photographer friends are going to want this.Call Her Alex. I confess I’m no Call Her Daddy diehard, but I found this two-part doc on Alex Cooper really interesting. Cooper’s story is all about understanding people, the internet, and what it means to feel connected now. It’s all very low-stakes and somehow also existential? It’s only two parts, you should watch it.“Steve Jobs - 2005 Stanford Commencement Address.” For the 20th anniversary of Jobs’ famousspeech, the Steve Jobs Archive put together a big package of stories, notes, and other materials around the speech. Plus, a newly high-def version of the video. This one’s always worth the 15 minutes.Dune: Awakening. Dune has ascended to the rare territory of “I will check out anything from this franchise, ever, no questions asked.” This game is big on open-world survival and ornithopters, too, so it’s even more my kind of thing. And it’s apparently punishingly difficult in spots.CrowdsourcedHere’s what the Installer community is into this week. I want to know what you’re into right now as well! Email installer@theverge.com or message me on Signal — @davidpierce.11 — with your recommendations for anything and everything, and we’ll feature some of our favorites here every week. For even more great recommendations, check out the replies to this post on Threads and this post on Bluesky.“I had tried the paper planner in the leather Paper Republic journal but since have moved onto the Remarkable Paper Pro color e-ink device which takes everything you like about paper but makes it editable and color coded. Combine this with a Remarkable planner in PDF format off of Etsy and you are golden.” — Jason“I started reading a manga series from content creator Cory Kenshin called Monsters We Make. So far, I love it. Already preordered Vol. 2.” — Rob“I recently went down the third party controller rabbit hole after my trusty adapted Xbox One controller finally kicked the bucket, and I wanted something I could use across my PC, phone, handheld, Switch, etc. I’ve been playing with the GameSir Cyclone 2 for a few weeks, and it feels really deluxe. The thumbsticks are impossibly smooth and accurate thanks to its TMR joysticks. The face buttons took a second for my brain to adjust to; the short travel distance initially registered as mushy, but once I stopped trying to pound the buttons like I was at the arcade, I found the subtle mechanical click super satisfying.” — Sam“The Apple TV Plus miniseries Long Way Home. It’s Ewan McGregor and Charley Boorman’s fourth Long Way series. This time they are touring some European countries on vintage bikes that they fixed, and it’s such a light-hearted show from two really down to earth humans. Connecting with other people in different cultures and seeing their journey is such a treat!” — Esmael“Podcast recommendation: Devil and the Deep Blue Sea by Christianity Today. A deep dive into the Satanic Panic of the 80’s and 90’s.” — Drew“Splatoon 3and the new How to Train Your Dragon.” — Aaron“I can’t put Mario Kart World down. When I get tired of the intense Knockout Tour mode I go to Free Roam and try to knock out P-Switch challenges, some of which are really tough! I’m obsessed.” — Dave“Fable, a cool app for finding books with virtual book clubs. It’s the closest to a more cozy online bookstore with more honest reviews. I just wish you could click on the author’s name to see their other books.” — Astrid“This is the Summer Games Fest weekand there are a TON of game demos to try out on Steam. One that has caught my attention / play time the most is Wildgate. It’s a team based spaceship shooter where ship crews battle and try to escape with a powerful artifact.” — Sean“Battlefront 2 is back for some reason. Still looks great.” — IanSigning offI have long been fascinated by weather forecasting. I recommend Andrew Blum’s book, The Weather Machine, to people all the time, as a way to understand both how we learned to predict the weather and why it’s a literally culture-changing thing to be able to do so. And if you want to make yourself so, so angry, there’s a whole chunk of Michael Lewis’s book, The Fifth Risk, about how a bunch of companies managed to basically privatize forecasts… based on government data. The weather is a huge business, an extremely powerful political force, and even more important to our way of life than we realize. And we’re really good at predicting the weather!I’ve also been hearing for years that weather forecasting is a perfect use for AI. It’s all about vast quantities of historical data, tiny fluctuations in readings, and finding patterns that often don’t want to be found. So, of course, as soon as I read my colleague Justine Calma’s story about a new Google project called Weather Lab, I spent the next hour poking through the data to see how well DeepMind managed to predict and track recent storms. It’s deeply wonky stuff, but it’s cool to see Big Tech trying to figure out Mother Nature — and almost getting it right. Almost.See you next week!See More: #would #you #switch #browsers #chatbot

Menu Home News Hardware Gaming Mobile Finance Deals Reviews How To Wccftech Apple’s A20 Rumored To Be Exclusive To The iPhone 18 Pro, iPhone 18 Pro Max And The Company’s Foldable Flagship, Will Leverage TSMC’s Advanced 2nm Process Combined With The Newer WMCM Packaging Omar Sohail • Jun 16, 2025 at 02:00am EDT TSMC might have started accepting orders for its 2nm wafers, but the first chipsets fabricated on this cutting-edge lithography are not expected to arrive until late next year. As the majority of you are well aware, Apple likely pounced on the opportunity to be the first recipient of this technology, with its A20 rumored to be mass produced on the 2nm process. However, the same rumor claims that the Cupertino firm will employ the foundry giant’s WMCMpackaging, bringing in more benefits, but customers can only experience these if they intend on making the iPhone 18 Pro, iPhone 18 Pro Max, or Apple’s upcoming foldable flagship their daily driver. The latest rumor also claims that Apple will not be upping the RAM count on any iPhone model that will ship with the A20 The efforts to bring WMCM packaging to the A20 will be highly beneficial for Apple because it will allow the latter to maintain the chipset’s footprint while having immense flexibility in combining different components. In short, multiple dies such as the CPU, GPU, memory, and other parts can be integrated at a wafer level, before being sliced into individual chips. This approach will help Apple to mass manufacture smaller chipsets that are considerably power-efficient, but also powerful at the same time, leading to an incredible ‘performance per watt’ metric. China Times reports that this A20 upgrade will arrive for the iPhone 18 Pro, the iPhone 18 Pro Max, and Apple’s foldable flagship, which the rumor refers to as the iPhone 18 Fold. TSMC’s production line specifically for WMCM chipsets will be located in Chiayi AP7, with an estimated monthly production capacity of 50,000 pieces by the end of 2026. Interestingly, the RAM count will not change from this year, with Apple said to retain the 12GB limit. We have reported about the iPhone 18 series shifting to TSMC’s WMCM packaging before, while also talking about a separate rumor claiming that the A20 will be 15 percent faster than the A19 at the same power draw. The rumor does not mention whether the less expensive iPhone 18 models will be treated to chipsets featuring WMCM packaging, or if Apple intends to save on design and production costs by sticking with the older Integrated Fan-Outpackaging. All of these answers will be provided in the fourth quarter of 2026, when the iPhone 18 family goes official, so stay tuned. News Source: China Times Subscribe to get an everyday digest of the latest technology news in your inbox Follow us on Topics Sections Company Some posts on wccftech.com may contain affiliate links. We are a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking to amazon.com © 2025 WCCF TECH INC. 700 - 401 West Georgia Street, Vancouver, BC, Canada #apples #a20 #rumored #exclusive #iphone

India has been one of the top recipients of remittances in the world for more than a decade. Inward remittances jumped from billion in 2010-11 to billion in 2023-24, according to data from the country’s central bank. The bank projects that figure will reach billion in 2029. This means there is an increasing market for digitalized banking experiences for non-resident Indians, ranging from remittances to investing in different assets back home. Asporais trying to build a verticalized financial experience for the Indian diaspora by keeping convenience at the center. While a lot of financial products are in its future roadmap, the company currently focuses largely on remittances. “While multiple financial products for non-resident Indians exist, they don’t know about them because there is no digital journey for them. They possibly use the same banking app as residents, which makes it harder for them to discover products catered towards them,” Garg said. In the last year, the company has grown the volume of remittances by 6x — from million to billion in yearly volume processed. With this growth, the company has attracted a lot of investor interest. It raised million in Series A funding last December — which was previously unreported — led by Sequoia with participation from Greylock, Y Combinator, Hummingbird Ventures, and Global Founders Capital. The round pegged the company’s valuation at million. In the four months following, the company tripled its transaction volume, prompting investors to put in more money. The company announced today it has raised million in Series B funding, co-led by Sequoia and Greylock, with Hummingbird, Quantum Light Ventures, and Y Combinator also contributing to the round. The startup said this round values the company at million. The startup has raised over million in funding to date. Techcrunch event + on your TechCrunch All Stage pass Build smarter. Scale faster. Connect deeper. Join visionaries from Precursor Ventures, NEA, Index Ventures, Underscore VC, and beyond for a day packed with strategies, workshops, and meaningful connections. + on your TechCrunch All Stage pass Build smarter. Scale faster. Connect deeper. Join visionaries from Precursor Ventures, NEA, Index Ventures, Underscore VC, and beyond for a day packed with strategies, workshops, and meaningful connections. Boston, MA | July 15 REGISTER NOW After pivoting from being Pipe.com for India, the company started by offering remittance for NRIs in the U.K. in 2023 and has expanded its presence in other markets, including Europe and the United Arab Emirates. It charges a flat fee for money transfer and offers a competitive rate. Now it also allows customers to invest in mutual funds in India. The startup markets its exchange rates as “Google rate” as customers often search for currency conversion rates, even though they may not reflect live rates. The startup is also set to launch in the U.S., one of the biggest remittance corridors to India, next month. Plus, it plans to open up shop in Canada, Singapore, and Australia by the fourth quarter of this year. Garg, who grew up in the UAE, said that remittances are just the start, and the company wants to build out more financial tools for NRIs. “We want to use remittances as a wedge and build all the financial solutions that the diaspora needs, including banking, investing, insurance, lending in the home country, and products that help them take care of their parents,” he told TechCrunch. He added that a large chunk of money that NRIs send home is for wealth creation rather than family sustenance. The startup said that 80% of its users are sending money to their own accounts back home. In the next few months, the company is launching a few products to offer more services. This month, it plans to launch a bill payment platform to let users pay for services like rent and utilities. Next month, it plans to launch fixed deposit accounts for non-resident Indians that allow them to park money in foreign currency. By the end of the year, it plans to launch a full-stack banking account for NRIs that typically takes days for users to open. While these accounts can help the diaspora maintain their tax status in India, a lot of people use a family member’s account because of the cumbersome process, and Aspora wants to simplify this. Apart from banking, the company also plans to launch a product that would help NRIs take care of their parents back home by offering regular medical checkups, emergency care coverage, and concierge services for other assistance. Besides global competitors like Remittly and Wise, the company also has India-based rivals like Abound, which was spun off from Times Internet. Sequoia’s Luciana Lixandru is confident that Aspora’s execution speed and verticalized solution will give it an edge. “Speed of execution, for me, is one of the main indicators in the early days of the future success of a company,” she told TechCrunch over a call. “Aspora moves fast, but it is also very deliberate in building corridor by corridor, which is very important in financial services.” #aspora #gets #50m #sequioa #build

The government has axed a scheme for upgrading energy efficiency in public sector buildings. The Public Sector Decarbonisation Schemedelivered more than £2.5bn in its first three phases for measures such as heat pumps, solar panels, insulation and double glazing, with further funding of nearly £1bn recently announced. But the Department for Energy Security and Net Zerohas told Building Design that the scheme has been dropped after the spending review, leaving uncertainty about how upgrades will be funded when the current phase expires in 2028. Source: UK Government/FlickrEd Miliband’s Department for Energy Security and Net Zero is responsible for the scheme The department said it would set out plans for the period after 2028 in due course. In a post on LinkedIn, Dave Welkin, director of sustainability at Gleeds, said he had waited for the release of the spending review with a “sense of trepidation” and was unable to find mention of public sector decarbonisation when Treasury documents were released. “I hoped because it was already committed in the Budget that its omission wasn’t ominous,” he wrote. Yesterday, he was told by Salix Finance, the non-departmental public body that delivers funding for the scheme, that it was no longer being funded. It comes after the withdrawal of funding for the Low Carbon Skills Fundin May. According to the government’s website, PSDS and LCSF were intended to support the reduction of emissions from public sector buildings by 75% by 2037, compared to a 2017 baseline. “Neither LCSF or PSDS were perfect by any means, but they did provide a vital source of funding for local authorities, hospitals, schools and many other public sector organisations to save energy, carbon and money,” Welkin said. “PSDS has helped replace failed heating systems in schools, keeping students warm. It’s replaced roofs on hospitals, helping patients recover from illness. It’s replaced windows in our prisons, improving security and stopping drugs getting behind bars.” However, responding to Welkin’s post, Steve Connolly, chief executive at Arriba Technologies, a low carbon heating and cooling firm, said that the scheme was being “mismanaged” with a small number of professional services firms “scooping up disproportionately large grants for their clients”. The fourth phase of the scheme was confirmed last September, with allocations confirmed only last month. This latest phase, which covers the financial years between 2025/26 and 2027/28, saw the distribution of £940m across the country. A DESNZ spokesperson said: “Our settlement is about investing in Britain’s renewal to create energy security, sprint to clean power by 2030, encourage investment, create jobs and bring down bills for good. “We will deliver £1bn in current allocations of the Public Sector Decarbonisation Scheme until 2028 and, through Great British Energy, have invested in new rooftop solar power and renewable schemes to lower energy bills for schools and hospitals across the UK. “We want to build on this progress by incentivising the public sector to decarbonise, so they can reap the benefits in lower bills and emissions, sharing best practice across government and exploring the use of repayable finance, where appropriate.” A government assessment of phase 3a and 3b projects identified a number of issues with the scheme, including delays and cost inflation, with more than a tenth being abandoned subsequent to grants being offered. Stakeholders interviewed for the report also identified “difficulties in obtaining skilled contractors and equipment”, especially air source heat pumps. The first come first served approach to awarding funding was also said to be “encouraging applicants to opt for more straightforward projects” and “potentially undermining the achievement of PSDS objective by restricting the opportunity for largermore complex measures which may have delivered greater carbon reduction benefits”. But the consensus among stakeholders and industry representatives interviewed for the report was that the scheme was “currently key to sustaining the existing UK heat pump market” and that it was “seen as vital in enabling many public sector organisations to invest in heat decarbonisation”. #government #ditches #public #sector #decarbonisation

Cool Finds Archaeologists Stumble Onto Sprawling Ancient Roman Villa During Construction of a Road in France Located near Auxerre, the grand estate once possessed an exorbitant level of wealth, with thermal baths and heated floors Aerial view of the villa, with thermal baths at the bottom right, the garden and fountain in the center, and the agricultural fields expanding to the left Ch. Fouquin / INRAP In ancient times, all roads led to Rome—or so the saying goes. Nowadays, new roads can lead to Roman ruins. During construction on an alternative route to D606, a regional road just under two miles outside of Auxerre, in central France, salvage archaeologists unearthed a sprawling Roman villa complete with a stately garden, a fountain and an elaborate system of underfloor heating known as a hypocaust, according to a statement from the French National Institute for Preventive Archaeological Research. While researchers have been aware of the ruins on the outskirts of the Gallo-Roman settlement of Autissiodorumsince the 19th century, previous excavations have been limited. The most recent dig, in 1966, found a 7,500-square-foot building with ten rooms and amenities that suggested its residents enjoyed great wealth and regional power. The site of Sainte-Nitasse, adjacent to a regional highway Ch. Fouquin / INRAP But until now, the true scale of the villa known as Sainte-Nitasse and its surrounding agricultural estates along the River Yonne was unclear. Archaeologists at INRAP have since discovered a 43,000-square-foot building thought to date to between the first and third centuries C.E. It suggests a previously unimagined level of grandeur. INRAP identifies the site as one of the “grand villas of Roman Gaul,” according to the statement. Grand villas are typified by their vast dimensions and sophisticated architectural style. They typically encompass both agricultural and residential portions, known in Latin as pars rustica and pars urbana, respectively. In the pars urbana, grand villas tend to feature stately construction materials like marble; extensive mosaics and frescoes; and amenities like private baths, fountains and gardens. So far, the excavations at Sainte-Nitasse have revealed all these features and more. The villa’s development is extensive. A 4,800-square-foot garden is enclosed by a fountain to the south and a water basin, or an ornamental pond, to the north. The hypocaust, an ancient system of central heating that circulated hot air beneath the floors of the house, signals a level of luxury atypical for rural estates in Roman Gaul. A section of the villa's hypocaust heating system, which circulated hot air beneath the floor Ch. Fouquin / INRAP “We can imagine it as an ‘aristocratic’ villa, belonging to someone with riches, responsibilities—perhaps municipal, given the proximity to Auxerre—a landowner who had staff on site,” Alexandre Burgevin, the archaeologist in charge of the excavations with INRAP, tells France Info’s Lisa Guyenne. Near the banks of the Yonne, a thermal bath site contains several pools where the landowner and his family bathed. On the other side of the garden, workers toiled in the fields of a massive agricultural estate. Aside from its size and amenities, the villa’s level of preservation also astounded archaeologists. “For a rural site, it’s quite exceptional,” Burgevin tells L’Yonne Républicaine’s Titouan Stücker. “You can walk on floors from the time period, circulate between rooms like the Gallo-Romans did.”Over time, Autissiodorum grew to become a major city along the Via Agrippa, eventually earning the honor of serving as a provincial Roman capital by the fourth century C.E. As Gaul began slipping away from the Roman Empire around the same time, the prominence of the city fluctuated. INRAP archaeologists speculate that the site was repurposed during medieval times, around the 13th century. Burgevin offers several explanations for why the site remained so well preserved in subsequent centuries. The humid conditions along the banks of the river might have prevented excess decay. Since this portion of the River Yonne wasn’t canalized until the 19th century, engineers may have already been aware of the presence of ruins. Or, perhaps the rubble of the villa created “bumpy,” intractable soil that was “not easy to pass over with a tractor,” he tells France Info. While the site will briefly open to the public on June 15 for European Archaeology Days, an annual event held at sites across the continent, excavations will continue until September, at which time construction on the road will resume. Much work is to be done, including filling in large gaps of the site’s chronology between the Roman and medieval eras. “We have well-built walls but few objects,” says Burgevin, per L’Yonne Républicaine. “It will be necessary to continue digging to understand better.” Get the latest stories in your inbox every weekday. #archaeologists #stumble #onto #sprawling #ancient

By TREVOR HOGG Images courtesy of Chocolate Tribe. Nosipho Maketo-van den Bragt, Owner and CEO, Chocolate Tribe After initially pursuing a career as an attorney, Nosipho Maketo-van den Bragt discovered her true calling was to apply her legal knowledge in a more artistic endeavor with her husband, Rob Van den Bragt, who had forged a career as a visual effects supervisor. The couple co-founded Chocolate Tribe, the Johannesburg and Cape Town-based visual effects and animation studio that has done work for Netflix, BBC, Disney and Voltage Pictures. “It was following my passion and my passion finding me,” observes Maketo-van den Bragt, Owner and CEO of Chocolate Tribe and Founder of AVIJOZI. “I grew up in Soweto, South Africa, and we had this old-fashioned television. I was always fascinated by how those people got in there to perform and entertain us. Living in the townships, you become the funnel for your parents’ aspirations and dreams. My dad was a judge’s registrar, so he was writing all of the court cases coming up for a judge. My dad would come home and tell us stories of what happened in court. I found this enthralling, funny and sometimes painful because it was about people’s lives. I did law and to some extent still practice it. My legal career and entertainment media careers merged because I fell in love with the storytelling aspect of it all. There are those who say that lawyers are failed actors!” Chocolate Tribe hosts what has become the annual AVIJOZI festival with Netflix. AVIJOZI is a two-day, free-access event in Johannesburg focused on Animation/Film, Visual Effects and Interactive Technology. This year’s AVIJOZI is scheduled for September 13-14 in Johannesburg. Photo: Casting Director and Actor Spaces Founder Ayanda Sithebeand friends at AVIJOZI 2024. A personal ambition was to find a way to merge married life into a professional partnership. “I never thought that a lawyer and a creative would work together,” admits Maketo-van den Bragt. “However, Rob and I had this great love for watching films together and music; entertainment was the core fabric of our relationship. That was my first gentle schooling into the visual effects and animation content development space. Starting the company was due to both of us being out of work. I had quit my job without any sort of plan B. I actually incorporated Chocolate Tribe as a company without knowing what we would do with it. As time went on, there was a project that we were asked to come to do. The relationship didn’t work out, so Rob and I decided, ‘Okay, it seems like we can do this on our own.’ I’ve read many books about visual effects and animation, and I still do. I attend a lot of festivals. I am connected with a lot of the guys who work in different visual effects spaces because it is all about understanding how it works and, from a business side, how can we leverage all of that information?” Chocolate Tribe provided VFX and post-production for Checkers supermarket’s “Planet” ad promoting environmental sustainability. The Chocolate Tribe team pushed photorealism for the ad, creating three fully CG creatures: a polar bear, orangutan and sea turtle. With a population of 1.5 billion, there is no shortage of consumers and content creators in Africa. “Nollywood is great because it shows us that even with minimal resources, you can create a whole movement and ecosystem,” Maketo-van den Bragt remarks. “Maybe the question around Nollywood is making sure that the caliber and quality of work is high end and speaks to a global audience. South Africa has the same dynamics. It’s a vibrant traditional film and animation industry that grows in leaps and bounds every year. More and more animation houses are being incorporated or started with CEOs or managing directors in their 20s. There’s also an eagerness to look for different stories which haven’t been told. Africa gives that opportunity to tell stories that ordinary people, for example, in America, have not heard or don’t know about. There’s a huge rise in animation, visual effects and content in general.” Rob van den Bragt served as Creative Supervisor and Nosipho Maketo-van den Bragt as Studio Executive for the “Surf Sangoma” episode of the Disney+ series Kizazi Moto: Generation Fire. Rob van den Bragt, CCO, and Nosipho Maketo-van den Bragt, CEO, Co-Founders of Chocolate Tribe, in an AVIJOZI planning meeting. Stella Gono, Software Developer, working on the Chocolate Tribe website. Family photo of the Maketos. Maketo-van de Bragt has two siblings. Film tax credits have contributed to The Woman King, Dredd, Safe House, Black Sails and Mission: Impossible – Final Reckoning shooting in South Africa. “People understand principal photography, but there is confusion about animation and visual effects,” Maketo-van den Bragt states. “Rebates pose a challenge because now you have to go above and beyond to explain what you are selling. It’s taken time for the government to realize this is a viable career.” The streamers have had a positive impact. “For the most part, Netflix localizes, and that’s been quite a big hit because it speaks to the demographics and local representation and uplifts talent within those geographical spaces. We did one of the shorts for Disney’s Kizazi Moto: Generation Fire, and there was huge global excitement to that kind of anthology coming from Africa. We’ve worked on a number of collaborations with the U.K., and often that melding of different partners creates a fusion of universality. We need to tell authentic stories, and that authenticity will be dictated by the voices in the writing room.” AVIJOZI was established to support the development of local talent in animation, visual effects, film production and gaming. “AVIJOZI stands for Animation Visual Effects Interactive in JOZI,” Maketo-van den Bragt explains. “It is a conference as well as a festival. The conference part is where we have networking sessions, panel discussions and behind-the-scenes presentations to draw the curtain back and show what happens when people create avatars. We want to show the next generation that there is a way to do this magical craft. The festival part is people have film screenings and music as well. We’ve brought in gaming as an integral aspect, which attracts many young people because that’s something they do at an early age. Gaming has become the common sport. AVIJOVI is in its fourth year now. It started when I got irritated by people constantly complaining, ‘Nothing ever happens in Johannesburg in terms of animation and visual effects.’ Nobody wanted to do it. So, I said, ‘I’ll do it.’ I didn’t know what I was getting myself into, and four years later I have lots of gray hair!” Rob van den Bragt served as Animation Supervisor/Visual Effects Supervisor and Nosipho Maketo-van den Bragt as an Executive Producer on iNumber Number: Jozi Goldfor Netflix.Mentorship and internship programs have been established with various academic institutions, and while there are times when specific skills are being sought, like rigging, the field of view tends to be much wider. “What we are finding is that the people who have done other disciplines are much more vibrant,” Maketo-van den Bragt states. “Artists don’t always know how to communicate because it’s all in their heads. Sometimes, somebody with a different background can articulate that vision a bit better because they have those other skills. We also find with those who have gone to art school that the range within their artistry and craftsmanship has become a ‘thing.’ When you have mentally traveled where you have done other things, it allows you to be a more well-rounded artist because you can pull references from different walks of life and engage with different topics without being constrained to one thing. We look for people with a plethora of skills and diverse backgrounds. It’s a lot richer as a Chocolate Tribe. There are multiple flavors.” South African director/producer/cinematographer and drone cinemtography specialist FC Hamman, Founder of FC Hamman Films, at AVIJOZI 2024. There is a particular driving force when it comes to mentoring. “I want to be the mentor I hoped for,” Maketo-van den Bragt remarks. “I have silent mentors in that we didn’t formalize the relationship, but I knew they were my mentors because every time I would encounter an issue, I would be able to call them. One of the people who not only mentored but pushed me into different spaces is Jinko Gotoh, who is part of Women in Animation. She brought me into Women in Animation, and I had never mentored anybody. Here I was, sitting with six women who wanted to know how I was able to build up Chocolate Tribe. I didn’t know how to structure a presentation to tell them about the journey because I had been so focused on the journey. It’s a sense of grit and feeling that I cannot fail because I have a whole community that believes in me. Even when I felt my shoulders sagging, they would be there to say, ‘We need this. Keep it moving.’ This isn’t just about me. I have a whole stream of people who want this to work.” Netflix VFX Manager Ben Perry, who oversees Netflix’s VFX strategy across Africa, the Middle East and Europe, at AVIJOZI 2024. Netflix was a partner in AVIJOZI with Chocolate Tribe for three years. Zama Mfusi, Founder of IndiLang, and Isabelle Rorke, CEO of Dreamforge Creative and Deputy Chair of Animation SA, at AVIJOZI 2024. Numerous unknown factors had to be accounted for, which made predicting how the journey would unfold extremely difficult. “What it looks like and what I expected it to be, you don’t have the full sense of what it would lead to in this situation,” Maketo-van den Bragt states. “I can tell you that there have been moments of absolute joy where I was so excited we got this project or won that award. There are other moments where you feel completely lost and ask yourself, ‘Am I doing the right thing?’ The journey is to have the highs, lows and moments of confusion. I go through it and accept that not every day will be an award-winning day. For the most part, I love this journey. I wanted to be somewhere where there was a purpose. What has been a big highlight is when I’m signing a contract for new employees who are excited about being part of Chocolate Tribe. Also, when you get a new project and it’s exciting, especially from a service or visual effects perspective, we’re constantly looking for that dragon or big creature. It’s about being mesmerizing, epic and awesome.” Maketo-van den Bragt has two major career-defining ambitions. “Fostering the next generation of talent and making sure that they are ready to create these amazing stories properly – that is my life work, and relating the African narrative to let the world see the human aspect of who we are because for the longest time we’ve been written out of the stories and narratives.” #nosipho #maketovan #den #bragt #altered

12 June, 2025 In our turning points series, design studios share some of the key moments that shaped their business. This week, we meet Accept & Proceed. Accept & Proceed is a London based brand and design studio that works with clients like NASA, Nike and LEGO. Founder David Johnston talks us through some of the decisions that defined his business. In 2006, Johnston took the leap to start his own business, armed with a good name and a willingness to bend the truth about his team… I’d gone through my career learning from big organisations, and one small organisation, and I felt like I wasn’t happy where I was. It was my dad who encouraged me to take a leap of faith and try and go it alone. With nothing more than a month’s wages in the bank and a lot of energy, I decided to go and set up an agency. That really just means giving yourself a name and starting to promote yourself in the world. Accept & Proceed founder David Johnston I think the name itself is a very important thing. I wanted something that was memorable but also layered in meaning. A name that starts with an “a” is very beneficial when you’re being listed in the index of books and things like that. But it became a bit of a compass for the way that we wanted to create work, around accepting the status quo for what it is, but with a continual commitment to proceed nonetheless. Because I didn’t have anyone to work with, in those early months I just made up email addresses of people that didn’t exist. That allowed me to cost projects up for multiple people. That’s obviously a degree of hustle I wouldn’t encourage in everyone, but it meant I was able to charge multiple day rates for projects where I was playing the role of four or five people. Self-initiated projects have long been part of the studio’s DNA and played a key role in building key client relationships. A&P by… was a brief to explore these letterforms without any commercial intent apart from the joy of creative expression. I started reaching out to illustrators and artists and photographers and designers that I really rated, and the things that started coming back were incredible. I was overwhelmed by the amount of energy and passion that people like Mr Bingo and Jason Evans were bringing to this. I think in so many ways, the answer to everything is community. I’ve gone on to work with a lot of the people that created these, and they also became friends. It was an early example of dissolving these illusionary boundaries around what an agency might be, but also expanding and amplifying your potential. The first of Accept & Proceed’s Light Calendars Then in 2006, I was trying to establish our portfolio and I wanted something to send out into the world that would also be an example of how Accept & Proceed thinks about design. I landed on these data visualisations that show the amount of light and darkness that would happen in London in the year ahead. I worked with a freelance designer called Stephen Heath on the first one – he is now our creative director. This kickstarted a 10-year exploration, and they became a rite of passage for new designers that came into the studio, to take that very similar data and express it in completely new ways. It culminated in an exhibition in London in 2016, showing ten years’ of prints. They were a labour of love, but they also meant that every single year we had a number of prints that we could send out to new potential contacts. Still when I go to the global headquarters of Nike in Beaverton in Portland, I’m amazed at how many of these sit in leaders’ offices there. When we first got a finance director, they couldn’t believe how much we’d invested as a business in things like this – we even had our own gallery for a while. It doesn’t make sense from a purely numbers mindset, but if you put things out there for authentic reasons, there are ripple effects over time. In 2017, the studio became a B-corp, the fourth creative agency in the UK to get this accreditation. Around 2016, I couldn’t help but look around – as we probably all have at varying points over the last 10 years – and wondered, what the fuck is going on? All these systems are not fit for purpose for the future – financial systems, food systems, relationship systems, energy systems. They’re not working. And I was like shit, are we part of the problem? Accept & Proceed’s work for the NASA Jet Propulsion Laboratory I’ve always thought of brand as a piece of technology that can fundamentally change our actions and the world around us. That comes with a huge responsibility. We probably paid four months’ wages of two people full-time just to get accredited, so it’s quite a high bar. But I like that the programme shackles you to this idea of improvement. You can’t rest on your laurels if you want to be re-accredited. It’s like the way design works as an iterative process – you have to keep getting better. In 2019, Johnston and his team started thinking seriously about the studio’s own brand, and created a punchy, nuanced new positioning. We got to a point where we’d proven we could help brands achieve their commercial aims. But we wanted to hold a position ourselves, not just be a conduit between a brand and its audience. It still amazes me that so few agencies actually stand for anything. We realised that all the things – vision, mission, principles – that we’ve been creating for brands for years, we hadn’t done for ourselves. It’s a bit like when you see a hairdresser with a really dodgy haircut. But it’s hard to cut your own hair. So we went through that process, which was really difficult, and we landed on “Design for the future” as our promise to the world. And if you’re going to have that as a promise, you better be able to describe the world you’re creating through your work, which we call “the together world.” Accept & Proceed’s work for Second Sea We stand at this most incredible moment in history where the latest technology and science is catching up with ancient wisdom, to know that we must become more entangled, more together, more whole. And we’ve assessed five global shifts that are happening in order to be able to take us towards a more together world through our work – interbeing, reciprocity, healing, resilience and liberation. The year before last, we lost three global rebrand projects based on our positioning. Every one of them said to me, “You’re right but we’re not ready.” But this year, I think the product market fit of what we’ve been saying for the last five years is really starting to mesh. We’re working with Arc’teryx on their 2030 landscape, evolving Nike’s move to zero, and working with LEGO on what their next 100 years might look like, which is mind-boggling work. I don’t think we could have won any of those opportunities had we not been talking for quite a long time about design for the future. In 2023, Johnston started a sunrise gathering on Hackney Marshes, which became a very significant part of his life. I had the flu and I had a vision in my dreamy fluey state of a particular spot on Hackney Marshes where people were gathering and watching the sunrise. I happened to tell my friend, the poet Thomas Sharp this, and he said, “That’s a premonition. You have to make it happen.” The first year there were five of us – this year there were 300 people for the spring equinox in March. I don’t fully know what these gatherings will lead to. Will Accept & Proceed start to introduce the seasons to the way we operate as a business? It’s a thought I’ve had percolating, but I don’t know. Will it be something else? One of the 2024 sunrise gatherings organised by Accept & Proceed founder David Johnston I do know that there’s major learnings around authentic community building for brands. We should do away with these buckets we put people into, of age group and location. They aren’t very true. It’s fascinating to see the breadth of people who come to these gatherings. Me and Laura were thinking at some point of moving out of London, but I think these sunrise gatherings are now my reason to stay. It’s the thing I didn’t know I needed until I had it. They have made London complete for me. There’s something so ancient about watching our star rise, and the reminder that we are actually just animals crawling upon the surface of a planet of mud. That’s what’s real. But it can be hard to remember that when you’re sitting at your computer in the studio. These gatherings help me better understand creativity’s true potential, for brands, for the world, and for us. Design disciplines in this article Brands in this article What to read next Features Turning Points: Cultural branding agency EDIT Brand Identity 20 Nov, 2024 #turning #points #accept #ampamp #proceed

Meet Martha Swope, the Legendary Broadway Photographer Who Captured Iconic Moments From Hundreds of Productions and Rehearsals She spent nearly 40 years taking theater and dance pictures, providing glimpses behind the scenes and creating images that the public couldn’t otherwise access Stephanie Rudig - Freelance Writer June 11, 2025 Photographer Martha Swope sitting on a floor covered with prints of her photos in 1987 Andrea Legge / © NYPL Martha Swope wanted to be a dancer. She moved from her home state of Texas to New York to attend the School of American Ballet, hoping to start a career in dance. Swope also happened to be an amateur photographer. So, in 1957, a fellow classmate invited her to bring her camera and document rehearsals for a little theater show he was working on. The classmate was director and choreographer Jerome Robbins, and the show was West Side Story. One of those rehearsal shots ended up in Life magazine, and Swope quickly started getting professional bookings. It’s notoriously tough to make it on Broadway, but through photography, Swope carved out a career capturing theater and dance. Over the course of nearly four decades, she photographed hundreds more rehearsals, productions and promotional studio shots. Unidentified male chorus members dancing during rehearsals for musical West Side Story in 1957 Martha Swope / © NYPL At a time when live performances were not often or easily captured, Swope’s photographs caught the animated moments and distilled the essence of a show into a single image: André De Shields clad in a jumpsuit as the title character in The Wiz, Patti LuPone with her arms raised overhead in Evita, the cast of Cats leaping in feline formations, a close-up of a forlorn Sheryl Lee Ralph in Dreamgirls and the row of dancers obscuring their faces with their headshots in A Chorus Line were all captured by Swope’s camera. She was also the house photographer for the New York City Ballet and the Martha Graham Dance Company and photographed other major dance companies such as the Ailey School. Her vision of the stage became fairly ubiquitous, with Playbill reporting that in the late 1970s, two-thirds of Broadway productions were photographed by Swope, meaning her work dominated theater and dance coverage. Carol Rosegg was early in her photography career when she heard that Swope was looking for an assistant. “I didn't frankly even know who she was,” Rosegg says. “Then the press agent who told me said, ‘Pick up any New York Times and you’ll find out.’” Swope’s background as a dancer likely equipped her to press the shutter at the exact right moment to capture movement, and to know when everyone on stage was precisely posed. She taught herself photography and early on used a Brownie camera, a simple box model made by Kodak. “She was what she described as ‘a dancer with a Brownie,’” says Barbara Stratyner, a historian of the performing arts who curated exhibitions of Swope’s work at the New York Public Library. An ensemble of dancers in rehearsal for the stage production Cats in 1982 Martha Swope / © NYPL “Dance was her first love,” Rosegg says. “She knew everything about dance. She would never use a photo of a dancer whose foot was wrong; the feet had to be perfect.” According to Rosegg, once the photo subjects knew she was shooting, “the anxiety level came down a little bit.” They knew that they’d look good in the resulting photos, and they likely trusted her intuition as a fellow dancer. Swope moved with the bearing of a dancer and often stood with her feet in ballet’s fourth position while she shot. She continued to take dance classes throughout her life, including at the prestigious Martha Graham School. Stratyner says, “As Graham got older,was, I think, the only person who was allowed to photograph rehearsals, because Graham didn’t want rehearsals shown.” Photographic technology and the theater and dance landscapes evolved greatly over the course of Swope’s career. Rosegg points out that at the start of her own career, cameras didn’t even automatically advance the film after each shot. She explains the delicate nature of working with film, saying, “When you were shooting film, you actually had to compose, because you had 35 shots and then you had to change your film.” Swope also worked during a period of changing over from all black-and-white photos to a mixture of black-and-white and color photography. Rosegg notes that simultaneously, Swope would shoot black-and-white, and she herself would shoot color. Looking at Swope’s portfolio is also an examination of increasingly crisp photo production. Advances in photography made shooting in the dark or capturing subjects under blinding stage lights easier, and they allowed for better zooming in from afar. Martha Graham rehearses dancer Takako Asakawa and others in Heretic, a dance work choreographed by Graham, in 1986 Martha Swope / © NYPL It’s much more common nowadays to get a look behind the curtain of theater productions via social media. “The theater photographers of today need to supply so much content,” Rosegg says. “We didn’t have any of that, and getting to go backstage was kind of a big deal.” Photographers coming to document a rehearsal once might have been seen as an intrusion, but now, as Rosegg puts it, “everybody is desperate for you to come, and if you’re not there, they’re shooting it on their iPhone.” Even with exclusive behind-the-scenes access to the hottest tickets in town and the biggest stars of the day, Swope remained unpretentious. She lived and worked in a brownstone with her apartment above her studio, where the film was developed in a closet and the bathroom served as a darkroom. Rosegg recalls that a phone sat in the darkroom so they could be reached while printing, and she would be amazed at the big-name producers and theater glitterati who rang in while she was making prints in an unventilated space. From left to right: Paul Winfield, Ruby Dee, Marsha Jackson and Denzel Washington in the stage production Checkmates in 1988 Martha Swope / © NYPL Swope’s approachability extended to how she chose to preserve her work. She originally sold her body of work to Time Life, and, according to Stratyner, she was unhappy with the way the photos became relatively inaccessible. She took back the rights to her collection and donated it to the New York Public Library, where many photos can be accessed by researchers in person, and the entire array of photos is available online to the public in the Digital Collections. Searching “Martha Swope” yields over 50,000 items from more than 800 productions, featuring a huge variety of figures, from a white-suited John Travolta busting a disco move in Saturday Night Fever to Andrew Lloyd Webber with Nancy Reagan at a performance of Phantom of the Opera. Swope’s extensive career was recognized in 2004 with a special Tony Award, a Tony Honors for Excellence in Theater, which are given intermittently to notable figures in theater who operate outside of traditional awards categories. She also received a lifetime achievement award from the League of Professional Theater Women in 2007. Though she retired in 1994 and died in 2017, her work still reverberates through dance and Broadway history today. For decades, she captured the fleeting moments of theater that would otherwise never be seen by the public. And her passion was clear and straightforward. As she once told an interviewer: “I’m not interested in what’s going on on my side of the camera. I’m interested in what’s happening on the other side.” Get the latest Travel & Culture stories in your inbox. #meet #martha #swope #legendary #broadway

Greg Touhill, director of the Software Engineering’s Institute’sComputer Emergency Response Teamdivision is an atypical technology leader. For one thing, he’s been in tech and other leadership positions that span the US Air Force, the US government, the private sector and now SEI’s CERT. More importantly, he’s been a major force in the cybersecurity realm, making the world a safer place and even saving lives. Touhill earned a bachelor’s degree from the Pennsylvania State University, a master’s degree from the University of Southern California, a master’s degree from the Air War College, was a senior executive fellow at the Harvard University Kennedy School of Government and completed executive education studies at the University of North Carolina. “I was a student intern at Carnegie Mellon, but I was going to college at Penn State and studying chemical engineering. As an Air Force ROTC scholarship recipient, I knew I was going to become an Air Force officer but soon realized that I didn’t necessarily want to be a chemical engineer in the Air Force,” says Touhill. “Because I passed all the mathematics, physics, and engineering courses, I ended up becoming a communications, electronics, and computer systems officer in the Air Force. I spent 30 years, one month and three days on active duty in the United States Air Force, eventually retiring as a brigadier general and having done many different types of jobs that were available to me within and even beyond my career field.” Related:Specifically, he was an operational commander at the squadron, group, and wing levels. For example, as a colonel, Touhill served as director of command, control, communications and computersfor the United States Central Command Forces, then he was appointed chief information officer and director, communications and information at Air Mobility Command. Later, he served as commander, 81st Training Wing at Kessler Air Force Base where he was promoted to brigadier general and commanded over 12,500 personnel. After that, he served as the senior defense officer and US defense attaché at the US Embassy in Kuwait, before concluding his military career as the chief information officer and director, C4 systems at the US Transportation Command, one of 10 US combatant commands, where he and his team were awarded the NSA Rowlett Award for the best cybersecurity program in the government. While in the Air Force, Touhill received numerous awards and decorations including the Bronze Star medal and the Air Force Science and Engineering Award. He is the only three-time recipient of the USAF C4 Professionalism Award. Related:Greg Touhill“I got to serve at major combatant commands, work with coalition partners from many different countries and represented the US as part of a diplomatic mission to Kuwait for two years as the senior defense official at a time when America was withdrawing forces out of Iraq. I also led the negotiation of a new bilateral defense agreement with the Kuwaitis,” says Touhill. “Then I was recruited to continue my service and was asked to serve as the deputy assistant secretary of cybersecurity and communications at the Department of Homeland Security, where I ran the operations of what is now known as the Cybersecurity and Infrastructure Security Agency. I was there at a pivotal moment because we were building up the capacity of that organization and setting the stage for it to become its own agency.” While at DHS, there were many noteworthy breaches including the infamous US Office of People Managementbreach. Those events led to Obama’s visit to the National Cybersecurity and Communications Integration Center.  “I got to brief the president on the state of cybersecurity, what we had seen with the OPM breach and some other deficiencies,” says Touhill. “I was on the federal CIO council as the cybersecurity advisor to that since I’d been a federal CIO before and I got to conclude my federal career by being the first United States government chief information security officer. From there, I pivoted to industry, but I also got to return to Carnegie Mellon as a faculty member at Carnegie Mellon’s Heinz College, where I've been teaching since January 2017.” Related:Touhill has been involved in three startups, two of which were successfully acquired. He also served on three Fortune 100 advisory boards and on the Information Systems Audit and Control Association board, eventually becoming its chair for a term during the seven years he served there. Touhill just celebrated his fourth year at CERT, which he considers the pinnacle of the cybersecurity profession and everything he’s done to date. “Over my career I've led teams that have done major software builds in the national security space. I've also been the guy who's pulled cables and set up routers, hubs and switches, and I've been a system administrator. I've done everything that I could do from the keyboard up all the way up to the White House,” says Touhill. “For 40 years, the Software Engineering Institute has been leading the world in secure by design, cybersecurity, software engineering, artificial intelligence and engineering, pioneering best practices, and figuring out how to make the world a safer more secure and trustworthy place. I’ve had a hand in the making of today’s modern military and government information technology environment, beginning as a 22-year-old lieutenant, and hope to inspire the next generation to do even better.” What ‘Success’ Means Many people would be satisfied with their careers as a brigadier general, a tech leader, the White House’s first anything, or working at CERT, let alone running it. Touhill has spent his entire career making the world a safer place, so it’s not surprising that he considers his greatest achievement saving lives. “In the Middle East and Iraq, convoys were being attacked with improvised explosive devices. There were also ‘direct fire’ attacks where people are firing weapons at you and indirect fire attacks where you could be in the line of fire,” says Touhill. “The convoys were using SINCGARS line-of-site walkie-talkies for communications that are most effective when the ground is flat, and Iraq is not flat. As a result, our troops were at risk of not having reliable communications while under attack. As my team brainstormed options to remedy the situation, one of my guys found some technology, about the size of an iPhone, that could covert a radio signal, which is basically a waveform, into a digital pulse I could put on a dedicated network to support the convoy missions.” For million, Touhill and his team quickly architected, tested, and fielded the Radio over IP networkthat had a 99% reliability rate anywhere in Iraq. Better still, convoys could communicate over the network using any radios. That solution saved a minimum of six lives. In one case, the hospital doctor said if the patient had arrived five minutes later, he would have died. Sage Advice Anyone who has ever spent time in the military or in a military family knows that soldiers are very well disciplined, or they wash out. Other traits include being physically fit, mentally fit, and achieving balance in life, though that’s difficult to achieve in combat. Still, it’s a necessity. “I served three and a half years down range in combat operations. My experience taught me you could be doing 20-hour days for a year or two on end. If you haven’t built a good foundation of being disciplined and fit, it impacts your ability to maintain presence in times of stress, and CISOs work in stressful situations,” says Touhill. “Staying fit also fortifies you for the long haul, so you don’t get burned out as fast.” Another necessary skill is the ability to work well with others.  “Cybersecurity is an interdisciplinary practice. One of the great joys I have as CERT director is the wide range of experts in many different fields that include software engineers, computer engineers, computer scientists, data scientists, mathematicians and physicists,” says Touhill. “I have folks who have business degrees and others who have philosophy degrees. It's really a rich community of interests all coming together towards that common goal of making the world a safer, more secure and more trusted place in the cyber domain. We’re are kind of like the cyber neighborhood watch for the whole world.” He also says that money isn’t everything, having taken a pay cut to go from being an Air Force brigadier general to the deputy assistant secretary of the Department of Homeland Security . “You’ll always do well if you pick the job that matters most. That’s what I did, and I’ve been rewarded every step,” says Touhill.  The biggest challenge he sees is the complexity of cyber systems and software, which can have second, third, and fourth order effects.  “Complexity raises the cost of the attack surface, increases the attack surface, raises the number of vulnerabilities and exploits human weaknesses,” says Touhill. “The No. 1 thing we need to be paying attention to is privacy when it comes to AI because AI can unearth and discover knowledge from data we already have. While it gives us greater insights at greater velocities, we need to be careful that we take precautions to better protect our privacy, civil rights and civil liberties.”  #cert #director #greg #touhill #lead