Podcasts about david do

The Life of David - Do not focus on self and rebel but instead on God and his anointed - Jesus Christ for He took the judgment on Himself for you to know His victory.

The Life of David - Do not be tempted by short cuts, for as Christ did not give into temptation, you in Him, can also withstand temptation and trust in God's plan for your life.

The Life of David - Do not be tempted by short cuts, for as Christ did not give into temptation, you in Him, can also withstand temptation and trust in God's plan for your life.

Entrevista a David Doña - Jornadas de Memoria de la Diputación de Cádiz

David Do is the founder of Vietnam Investments Group, a Vietnam and Vietnam-US focused private equity firm with more than $600 million under management. This Microsoft alum was born in Vietnam but raised in Australia, educated in the U.S., and worked in China before returning to Vietnam to help fuel growth of multiple economic sectors there. In this episode of Beyond the Blue Badge, host Michael Rawding talks with David about his journey, starting an early internet company in China, investment strategies and business opportunities in Asia — and specifically in Vietnam — and how his time at Microsoft helps inform it all.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT The health care sector has long struck me as having environments and dynamics that would benefit a lot from using digital signage technology. Accurate information is critically important, and things change quickly and often - in ways that make paper and dry erase marker board solutions seem antiquated and silly. But it is a tough sector to work in and crack - because of the layers of bureaucracy, tight regulations and the simple reality that medical facilities go up over several years, not months. People often talk about the digital signage solution sales cycle being something like 18 months on average. With healthcare, it can be double or triple that. The other challenge is that it is highly specialized and there are well-established companies referred to as patient engagement providers. So any digital signage software or solutions company thinking about going after health care business will be competing with companies that already know the industry and its technologies, like medical records, and have very established ties. LG has been active in the healthcare sector for decades, and sells specific displays and a platform used by patient engagement providers that the electronics giant has as business partners. I had a really insightful chat with Tom Mottlau, LG's director of healthcare sales. Subscribe from wherever you pick up new podcasts. TRANSCRIPT David: Tom, thank you for joining me. Can you give me a rundown of what your role is at LG?  Tom Mottlau: I am the Director of Healthcare Sales for LG. I've been in this role for some time now; I joined the company in 1999 and have been selling quite a bit into the patient room for some time.  David: Has most of your focus through those years all been on healthcare? Tom Mottlau: Well, actually, when I started, I was a trainer when we were going through the digital rollout when we were bringing high-definition television into living rooms. My house was actually the beta site for WXIA for a time there until we got our language codes right. But soon after, I moved over to the commercial side and healthcare, around 2001-2002.  David: Oh, wow. So yeah, you've been at it a long time then. Much has changed!  Tom Mottlau: Yes, sir.  David: And I guess in some cases, nothing has changed.  Tom Mottlau: Yep. David: Healthcare is an interesting vertical market for me because it seems so opportune, but I tend to think it's both terrifying and very grinding in that they're quite often very large institutions, sometimes government-associated or university-associated, and very few things happen quickly. Is that a fair assessment?  Tom Mottlau: Absolutely. There's a lot of oversight in the patient room. It's a very litigation-rich environment, and so there's a bit of bureaucracy to cut through to make sure that you're bringing in something that's both safe for patients and protects their privacy but also performs a useful function.  David: I guess the other big challenge is the build-time. You can get word of an opportunity for a medical center that's going up in a particular city, and realistically, it's probably 5-7 years out before it actually opens its doors, right? Tom Mottlau: That's true. Not only that but very often, capital projects go through a gestation period that can be a year or two from the time you actually start talking about the opportunity.  David: And when it comes to patient engagement displays and related displays around the patient care areas, is that something that engineers and architects scheme in early on, or is it something that we start talking about 3-4 years into the design and build process?  Tom Mottlau: Well, the part that's schemed in is often what size displays we're going to need. So, for example, if somebody is looking to deploy maybe a two-screen approach or a large-format approach, that's the type of thing that is discussed early on, but then when they come up on trying to decide between the patient engagement providers in the market, they do their full assessment at that time because things evolve and also needs change in that whole period that may take a couple of years you may go as we did from an environment that absolutely wanted no cameras to an environment that kind of wanted cameras after COVID. You know, so things change. So they're constantly having those discussions.  David: Why switch to wanting cameras because of COVID?  Tom Mottlau: Really, because the hospitals were locked down. You couldn't go in and see your loved one. There was a thought that if we could limit the in-person contact, maybe we could save lives, and so there was a lot of thought around using technology to overcome the challenges of contagion, and so there was even funding dedicated towards it and a number of companies focused on it  David: That's interesting because I wondered whether, in the healthcare sector, business opportunities just flat dried up because the organizations were so focused on dealing with COVID or whether it actually opened up new opportunities or diverted budgets to things that maybe weren't thought about before, like video? Tom Mottlau: True, I mean, the video focus was definitely because of COVID, but then again, you had facilities where all of their outpatient procedures had dried up. So they were strained from a budget standpoint, and so they had to be very picky about where they spent their dollars.  Now the equipment is in the patient room, but at the end of the day, we're still going to get the same flow of patients. People don't choose when to be sick. If it's gonna be either the same or higher because of those with COVID, so they still need to supply those rooms with displays, even though they were going through a crisis, they still had to budget and still had to go through their day-to-day buying of that product.  David: Is this a specialty application and solution as opposed to something that a more generic digital signage, proAV company could offer? My gut tells me that in order to be successful, you really need to know the healthcare environment. You can't just say, we've got these screens, we've got the software, what do you need?  Tom Mottlau: Yeah, that's a very good question. Everything we do on our end is driven by VOC (voice of customer). We partner with the top patient engagement providers in the country. There are a handful that are what we call tier one. We actually provide them with products that they vet out before we go into production.  We go to them to ask them, what do you need? What products do you need for that patient? I mean, and that's where the patient engagement boards, the idea of patient engagement boards came from was we had to provide them a display that met, at the time, 60065 UL, which is now 62368-1, so that they can meet NFPA 99 fire code.  David: I love it when you talk dirty. Tom Mottlau: Yeah, there's a lot of stuff out there that.  David: What the hell is he talking about?  Tom Mottlau: Yeah, I know enough to be dangerous. Basically, what it boils down to is we want to make sure that our products are vetted by a third party. UL is considered a respectable testing agency, and that's why you find most electronics are vetted by them and so they test them in the patient room. It's a high-oxygen environment with folks who are debilitated and life-sustaining equipment so the product has to be tested.  We knew that we had to provide a product for our SIs that would meet those specs as well as other specs that they had like they wanted something that could be POE-powered because it takes an act of Congress to add a 110-amp outlet to a patient room. It's just a lot of bureaucracy for that. So we decided to roll out two units: one of 32, which is POE, and one that's 43. Taking all those things I just mentioned into consideration, as well as things like lighting.  Folks didn't want a big night light so we had to spend a little extra attention on the ambient light sensor and that type of thing. This is our first offering. David: So for doofuses like me who don't spend a lot of time thinking about underwriter lab, certifications, and so on, just about any monitor, well, I assume any monitor that is marketed by credible companies in North America is UL-certified, but these are different grades of UL, I'm guessing?  Tom Mottlau: They are. Going back in the day of CRTs, if you take it all the way back then when you put a product into a room that has a high-powered cathode ray tube and there's oxygen floating around, safety is always of concern. So, going way back, probably driven by product liability and that type of thing. We all wanted to produce a safe product, and that's why we turned to those companies. The way that works is we design a product, we throw it over to them, and they come back and say, okay, this is great, but you got to change this, and this could be anything. And then we go back and forth until we arrive at a product that's safe for that environment, with that low level of oxygen, with everything else into consideration in that room.  David: Is it different when you get out into the hallways and the nursing stations and so on? Do you still need that level, like within a certain proximity of oxygen or other gases, do you need to have that?  Tom Mottlau: It depends on the facility's tolerance because there is no federal law per se, and it could vary based on how they feel about it. I know that Florida tends to be very strict, but as a company, we had to find a place to draw that line, like where can we be safe and provide general products and where can we provide something that specialized?  And that's usually oxygenated patient room is usually the guideline. If there's oxygen in the walls and that type of thing, that's usually the guideline and the use of a pillow speaker. Outside into the hallways, not so much, but it depends on the facility. We just lay out the facts and let them decide. We sell both.  David: Is it a big additional cost to have that additional protection or whatever you want to call it, the engineering aspects?  Tom Mottlau: Yes.  David: So it's not like 10 percent more; it can be quite a bit more? Tom Mottlau: I'm not sure of the percentage, but there's a noticeable amount. Keep in mind it's typically not just achieving those ratings; it's some of the other design aspects that go into it. I mean, the fact that you have pillow speaker circuitry to begin with, there's a cost basis for that. There's a cost basis for maintaining an installer menu of 117+ items. There's a cost basis for maintaining a Pro:Centric webOS platform. You do tend to find it because of those things, not just any one of them, but because of all of them collectively, yeah, the cost is higher. I would also say that the warranties tend to be more encompassing. It's not like you have to drive it down to Ted's TV. Somebody comes and actually remedies on-site. So yeah, all of that carries a cost basis. That's why you're paying for that value.  David: You mentioned that you sell or partner with patient engagement providers. Could you describe what those companies do and offer? Tom Mottlau: Yeah, and there's a number of them. Really, just to be objective, I'll give you some of the tier ones, the ones that have taken our product over the years and tested and provided back, and the ones that have participated in our development summit. I'll touch on that in a moment after this. So companies like Aceso, you have Uniguest who were part of TVR who offers the pCare solutions. You have Get Well, Sonify, those types of companies; they've been at this for years, and as I mentioned, we have a development summit where we, for years, have piled these guys on a plane. The CTOs went off to Korea and the way I describe it is we all come into a room, and I say, we're about to enter Festivus. We want you to tell us all the ways we've disappointed you with our platform, and we sit in that room, we get tomatoes thrown at us, and then we make changes to the platform to accommodate what they need. And then that way, they're confident that they're deploying a product that we've done all we can to improve the functionality of their patient engagement systems. After all, we're a platform provider, which is what we are.  David: When you define patient engagement, what would be the technology mix that you would typically find in a modernized or newly opened patient care area? Tom Mottlau: So that would be going back years ago. I guess it started more with patient education. If Mrs. Jones is having a procedure on her kidney, they want her to be educated on what she can eat or not eat, so they found a way to bring that patient education to the patient room over the TVs. But then they also wanted to confirm she watched it, and then it went on from there.  It's not only the entertainment, but it's also things that help improve workflows, maybe even the filling out of surveys and whatnot on the platform, Being able to order your culinary, just knowing who your doctor is, questions, educational videos, all of those things and then link up with EMR. David: What's that?  Tom Mottlau: Electronic medical records. Over the years, healthcare has wanted to move away from paper, to put it very simply. They didn't want somebody's vitals in different aspects of their health stored on a hand-scribbled note in several different doctor's offices. So there's been an effort to create electronic medical records, and now that has kind of been something that our patient engagement providers have tied into those solutions into the group.  David: So, is the hub, so to speak, the visual hub in a patient care room just a TV, or is there other display technology in there, almost like a status board that tells them who their primary provider is and all the other stuff?  Tom Mottlau: So it started as the smart TV, the Pro:Centric webOS smart TV. But then, as time went on, we kept getting those requests for, say, a vertically mounted solution, where somebody can actually walk in the room, see who their doctor is, see who their nurse is, maybe the physician can come in and understand certain vitals of the patient, and so that's why we developed those patient engagement boards that separately. They started out as non-touch upon request, we went with the consensus, and the consensus was we really need controlled information. We don't want to; we've had enough issues with dry-erase boards. We want something where there's more control in entering that information, and interesting enough, we're now getting the opposite demand. We're getting demand now to incorporate touch on the future models, and that's how things start. As you know, to your point earlier, folks are initially hesitant to breach any type of rules with all the bureaucracy. Now, once they cut through all that and feel comfortable with a start, they're willing to explore more technologies within those rooms. That's why we always start out with one, and then over the years, it evolves.  David: I assume that there's a bit of a battle, but it takes some work to get at least some of the medical care facilities to budget and approve these patient engagement displays or status displays just because there's an additional cost. It's different from the way they've always done things, and it involves integration with, as you said, the EMR records and all that stuff. So, is there a lot of work to talk them into it?  Tom Mottlau: Well, you have to look at us like consultants, where we avoid just talking folks into things. Really, what it has to do with is going back to VOC, voice of the customer, the way we were doing this years ago or just re-upping until these boards were launched was to provide a larger format, and ESIs were dividing up the screen. That was the way we always recommended. But then, once we started getting that VOC, they were coming to us saying, well, we need to get these other displays in the room. You know, certain facilities were saying, Hey, we absolutely need this, and we were saying, well, we don't want to put something that's not rated for that room. Then we realized we had to really start developing a product that suits that app, that environment, and so our job is to make folks aware of what we have and let them decide which path they're going to take because, to be honest, there are two different ways of approaching it. You can use one screen of 75”, divide it, or have two screens like Moffitt did. Moffitt added the patient engagement boards, which is what they wanted.  David: I have the benefit, at least so far, of being kind of at retirement age and spending very little time, thank God, in any kind of patient care facility. Maybe that'll change. Hopefully not.  But when I have, I've still seen dry-erase marker boards at the nursing stations, in rooms, in hallways, and everywhere else. Why is it still like that? Why haven't they cut over? Is it still the prevalent way of doing things, or are you seeing quite a bit of adoption of these technologies? Tom Mottlau: Well, it is, I would say, just because we're very early in all this. That is the prevalent way, no doubt.  It's really those tech-forward, future-forward facilities that are wanting to kind of go beyond that and not only that, there's a lot of facilities that want to bring all that in and, maybe just the nature of that facility is a lot more conservative, and we have to respect that. Because ultimately they're having to maintain it. We wouldn't want to give somebody something that they can't maintain or not have the budget for. I mean, at the end of the day, they're going to come back to us, and whether or not they trust us is going to be based upon whether we advise them correctly or incorrectly. If we advise them incorrectly, they're not going to trust us. They're not going to buy from us ten years from now.  David: For your business partners, the companies that are developing patient engagement solutions, how difficult is it to work with their patient record systems, building ops systems, and so on to make these dynamic displays truly dynamic? Is it a big chore, or is there enough commonality that they can make that happen relatively quickly? Tom Mottlau: That's a very good question, and that's exactly why we're very careful about who's tier one and who we may advise folks to approach. Those companies I mentioned earlier are very skilled at what they do, and so they're taking our product as one piece of an entire system that involves many other components, and I have full faith in their ability to do that because we sit in on those meetings.  Once a year, we hear feedback, we hear positive feedback from facilities. We see it but it really couldn't happen without those partners, I would say. We made that choice years ago to be that platform provider that supports those partners and doesn't compete with them. In hindsight, I think that was a great choice because it provides more options to the market utilizing our platform.  David: Well, and being sector experts in everything that LG tries to touch would be nightmarish. If you're far better off, I suspect I will be with partners who wake up in the morning thinking about that stuff. Tom Mottlau: Yeah. I mean, we know our core competencies. We're never going to bite off more than we can chew. Now granted, we understand more and more these days, there's a lot of development supporting things like telehealth, patient engagement, EMR and whatnot. But we're also going to make sure that at the end of the day, we're tying in the right folks to provide the best solution we can to patients. David: How much discussion has to happen around network security and operating system security?  I mean, if you're running these on smart TVs, they're then running web OS, which is probably to the medical facility's I.T. team or not terribly familiar to them.  Tom Mottlau: Yeah, that's a very good question. Facilities, hospitals, and anything that involves network security bring them an acute case of indigestion, more so than other areas in the business world. So these folks, a lot of times, there's exhaustive paperwork whenever you have something that links up to the internet or something that's going to open up those vulnerabilities. So, Pro:Centric webOS is actually a walled garden. It is not something that is easily hacked when you have a walled garden approach and something that's controlled with a local server. That's why we took that approach. Now, we can offer them a VPN if there is something that they want to do externally, but these systems were decided upon years ago and built with security in mind because we knew we were going to deploy in very sensitive commercial environments. And so not so much a concern. You don't need to pull our TV out and link up with some foreign server as you might with a laptop that you buy that demands updates. It's not anything like that because, of course, that would open us up to vulnerability. So we don't take that approach. It's typically a local server and there is the ability to do some control of the server if you want a VPN, but other than that, there is no access.  David: Do you touch on other areas of what we would know as digital signage within a medical facility?  Like I'm thinking of wayfinding, directories, donor recognition, video walls, and those sorts of things. Tom Mottlau: Absolutely. I mean, we see everything. Wayfinding needs have been for years and years now, and those are only expanding. and we start to see some that require outdoor displays for wave finding. So we do have solutions for that.  Beyond displays, we actually have robots now that we're testing in medical facilities and have had a couple of certifications on some of those. David: What would they do?  Tom Mottlau: Well, the robots would be used primarily to deliver some type of nonsensitive product. I know there's some work down the road, or let's just say there's some demand for medication delivery.  But obviously, LG's approach to any demand like that is to vet it out and make sure we're designing it properly. Then, we can make announcements later on about that type of stuff. For now, we're taking those same robots that we're currently using, say, in the hotel industry, and we're getting demand for that type of technology to be used in a medical facility.  David: So surgical masks or some sort of cleaning solutions or whatever that need to be brought up to a certain area, you could send in orderly, but staffing may be tight and so you get a robot to do it. Tom Mottlau: Absolutely. And that is a very liquid situation. There's a lot of focus and a lot of development. I'm sure there'll be a lot to announce on that front, but it's all very fluid, and it's all finding its way into that environment with our company.  All these future-forward needs, not only with the robots but EV chargers for the vast amount of electric vehicles, we find ourselves involved in discussions on all these fronts with our medical facilities these days.  David: It's interesting. Obviously, AI is going to have a role in all kinds of aspects of medical research and diagnosis and all those super important things.  But I suspect there's probably a role as well, right down at the lobby level of a hospital, where somebody comes in where English isn't their first language, and they need to find the oncology clinic or whatever, and there's no translator available. If you can use AI to guide them, that would be very helpful and powerful.  Tom Mottlau: Let me write that down as a product idea. Actually, AI is something that is discussed in the company, I would say, on a weekly basis, and again, I'm sure there'll be plenty to showcase in the future. But yes, I'd say we have a good head start in that area that we're exploring different use cases in the medical environment.  David: It's interesting. I write about digital signage every day and look at emerging markets, and I've been saying that healthcare seems like a greenfield opportunity for a lot of companies, but based on this conversation, I would say it is, and it isn't because if you are a more generalized digital signage software platform, yes, you could theoretically do a lot of what's required, but there's so much insight and experience and business ties that you really need to compete with these patient engagement providers, and I think it would be awfully tough for just a more generalized company to crack, wouldn't it?  Tom Mottlau: I believe so. I mean, we've seen many come and go. You know, we have certain terms internally, like the medicine show, Wizard of Oz. there's a lot out there; you really just have to vet them out to see who's legit and who isn't, and I'm sure there are some perfectly legitimate companies that we haven't worked with yet, probably in areas outside of patient education we, we have these discussions every week, and it's, it can be difficult because there are companies that you might not have heard of and you're always trying to assess, how valid is this? And, yeah, that's a tough one.  David: Last question. Is there a next big thing that you expect to emerge with patient engagement over the next couple of years, two-three years that you can talk about?  Tom Mottlau: You hit the nail on the head, AI. But you know, keep in mind that's something in relative terms. It has been relatively just the last few years, and it has been something that's come up a lot. It seems there's a five-year span where something is a focus going way back, it was going from analog to digital.  When I first came here, it was going from wood-clad CRT televisions to flat panels, and now we have OLED right in front of us. So yeah, there's, there's a lot of progression in this market. And I would say AI is one of them, and Telehealth is another; I guess we'll find out for sure which one sticks that always happens that way, but we don't ignore them.  David: Yeah, certainly, I think AI is one of those foundational things. It's kind of like networking. It's going to be fundamental. It's not a passing fancy or something that'll be used for five years and then move on to something else. Tom Mottlau: Yeah, true. But then again, also, it's kind of like when everybody was talking about, okay, we're not going to pull RF cable that went on for years and years because they were all going to pull CAT5, and then next thing, you know, they're saying, well, we have to go back and add CAT5 because they got ahead of themselves, right? So I think the challenge for any company is nobody wants to develop the next Betamax. Everybody wants to develop something that's going to be longstanding and useful, and so it's incumbent upon us to vet out those different solutions and actually see real practical ways of using it in the patient room and trusting our partners and watching them grow. A lot of times, they're the test beds, and so that's the benefit of our approach.  By providing that platform and supporting those partners, we get to see which tree is really going to take off.  David: Betamax, you just showed your age.  Tom Mottlau: Yes, sir. That made eight tracks, right?  David: For the kiddies listening, that's VCRs. All right. Thanks, Tom. That was terrific.  Tom Mottlau: Thank you very much, sir.  David: Nice to speak with you. 

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT There is a lot of glass in public and commercial spaces, and the pro AV and digital signage industries have been applying all kinds of technologies to turn things like windows and dividers into part-time or full-time displays. In most cases, those jobs have come with compromises. There are films that might start curling at the corners, or discolouring. Mesh systems that look pretty good from the front, but terrible from the rear. And most recently, super-thin foils that need to be adhered to one side of glass panes. So what if the LED display was actually part of architectural-grade glass? That's the premise of a company called Clear Motion Glass - a Pennsylvania-based technology start-up that comes at the business from the angle of commercial glass. Clear Motion is a spin-out from William Penn Performance Glass, which has for many years been making and supplying laminated and tempered glass for commercial buildings. Unlike other products on the market, Clear Motion's LED displays are sandwiched inside sheets of laminated safety glass - so when a building goes up or is being retrofitted, the glass panels that go in are also active, highly-transparent displays. I had a good chat with Todd Stahl, a glass industry veteran who runs both the established and start-up businesses. Subscribe from wherever you pick up new podcasts. TRANSCRIPT David: Todd, thank you for joining me.  Todd Stahl: Hey Dave. Yeah, I appreciate you having us on. It's going to be a pleasure to talk about some LED glass with you.  David: Yeah, tell me about the company. I saw you guys at DSE back in December. You were busy almost the whole time. So I didn't really have the time or the chance to have any kind of a detailed LED conversation, but I know that the company has not been around that long, but it's grown out of a pretty well-established “performance glass company.” Todd Stahl: Yeah. A little bit about the history there. So, at Clear Motion Glass, we're making the LEDs inside of the glass. I came across the LED glass around June of 2022, so I've had it for just about two years. The parent company is William Penn Performance Glass, and that's another company I started in 2011. We deal with high-end architectural Glass.  So, a cliffnote version: We go to the top architects in the country, and they're like, “Hey, who are you designing for?” And they'll say to us, “Hey, we want some really cool glass to go in the elevators for the Empire State Building.” So we got into the architectural space with glass, and actually, we'll William Penn, who was just voted one of the top 50 glass producers in North of North America. So something that we're definitely pretty proud of around here.  Then I came across LED glass around 2022, I thought it was one of the coolest things I've ever seen put inside a glass, and I wanted to be a part of it. David: So when you say you came across it, what do you mean by that?  Todd Stahl: So, there's another product in glass, another glass product that's been around, I'm going to say right around since 2000. It's a glass that goes frosted to clear from the turn of a switch, Switchable glass. So there's a company called Smart Film Blinds, and they were an applied film company that would actually take that, what we would call switch glass, but they just took the film and applied it to existing glass, and it was owned by Alan and Tracy Ackerman, and then they had this connection with LED Glass they weren't quite sure what to do with it. They knew it was really cool. And it had a chance to be really something big, but they were more of a film company, and then he and I got introduced, through a need that we had for some smart film, the switchable film, and then eventually we had a partnership for a while. Then we decided basically that I'll stick with the glass part, what I'm best at, and he'll stick with the film part, which was what they were best with. But that's how I got introduced to it, right around two years ago.  David: What you're marketing now is Clear Motion Glass. Is that your own product or are you reselling somebody else's manufactured product?  Todd Stahl: We have partners overseas, such as a company called Filmbase. That's where we get the actual LED grid or LED mesh. We bring that to my facility in York, Pennsylvania, which is in the south-central Pennsylvania area, we're 20 minutes south of Hershey, close to Harrisburg, and then we actually fabricate everything as a finished panel here. So we'll make the glass, we'll get the interlayer components. We have a laminating machine that actually works by pulling a vacuum and heating it up to certain temperatures. After that, it comes out, and we have a clear LED glass display.  David: So laminated glass is something that's been around forever. So this is just basically sandwiching the mesh in between sheets of laminated glass?  Todd Stahl: Yeah, absolutely. We're definitely making a sandwich component. We start with a piece of glass, say that's your component number one. Then, we start with the inner layer materials.  In a case like this, we use a couple of different techniques, but we use EVA, which is ethyl vinyl acetate. Then we'll actually put the LED mesh grid on top of that, then we put another piece of EVA, then we go with the finished component of the sandwich, another piece of glass, and we stick them in an oven, we run a certain cycle, and about four hours later, we have a laminated piece of glass, exactly how you described. It's a sandwich makeup for sure.  David: Was there a lot of R&D work involved in it? Because I would imagine if you're putting an LED mesh inside of an oven, then going to a very high temperature and all that, I'm thinking if I didn't know much about this stuff, I'd be wondering, what's all that heat going to do to this thing? Todd Stahl: Yeah. You know, we have to make sure that it can withstand certain temperatures, obviously, and if you don't heat, and just in general, if you don't get laminated glass hot enough, it doesn't bond, it does not bond correctly. What you have to achieve is cross-linking and cross-linking is basically the interlayer material to the glass itself, and that happens at a temperature of around 110 degrees Celsius, so it's not getting hot enough to cook a Turkey in there, so we're not really dealing with extremes. I think a lot of people might think when you're actually making glass out of what we call a batch, you know that's where the glass is heated up to 2000 degrees and you're really dealing with some extreme temperatures. It's not quite the same extremes at all when you're dealing with laminated glass.  David: So tell me what performance glass is, and what high-end performance glass is because I don't know the glass world terribly well.  Todd Stahl: Yeah, sure. So, so what William Penn performance glass is the performance name kind of all started because our glass looks great and it, but it's an all safety rated glass. So that's kind of the performance part of the glass. So, if you're looking at our glass, say that's used for glass handrails, that's a very specific glass that's chosen to withstand the certain load requirements of a structural application, and typically most of our handrails are tempered, and laminated glass. So there are two ways on this planet to make a piece of glass safety-rated. You either temper it or you laminate it. We happen to do both of those things in a lot of our projects, and it's kind of funny like obviously safety-rated glass is strong, but the only thing that's really taken into consideration when you're referring to safety glass are you automatically assume it's going to break and what happens when it breaks, right? So with tempered glass, you put a lot of stress on the glass itself through a heating and cooling process, and whenever that glass breaks, it breaks into small panels that would not be able to potentially cause a life-threatening wound, and then you have the exact opposite with laminated where if a rock hits your car, if that's ever happened to you the rock doesn't come through and the pieces of the glass, the shards don't come through, they stay together. So you got those two things to the requirements when you're thinking about what is safety rated glass.  David: With the Clear Motion product, is it an indoor product only, an outdoor facing product, or what are the use cases?  Todd Stahl: So what's really cool about our LED glass is that almost wherever you're using architectural glass right now, you can now use our LED displays. So it can be used in exterior applications, a building facade, glass canopies, and railings that may be exterior. All of the components are kind of encapsulated inside that glass, and that glass is making a nice, really safe, cozy home for the LED display inside of it. David: And it's bright enough that it can be on a glass curtain wall like an auto dealer?  Todd Stahl: Oh, yeah, absolutely. I think that's one of the really cool applications for it. In fact, you had mentioned at the trade show and boy, were we busy? I think I was just talking about this yesterday. We scanned around 450 people in that short show. Our voices were a little strained by the end of the evening. So, the brightness of our display at the show, Dave, was only running around 4%, and I thought that was one of the more amazing things about the product because it was still kind of bright at 4%. Later we started bringing that up because a few potential clients wanted to see it at 50-60% brightness. So yeah, you can totally use this as an exterior sign and get whatever brightness you need. I think some of the products are well over 10,000 nits depending on the needs, and I think one actually lasted up to 15,000 nits, so plenty bright for the outside.  David: Yeah, once you get to 3,500, you're good.  Todd Stahl: Yeah, exactly. David: On transparency. I see on your website that it says there is up to 90 percent transparency.  Todd Stahl: Yeah, so when you get to some of the pixel pitches that are viewed from say, a distance of around a hundred feet, I think the pixel pitch at a 20, I believe that one may allow up to 90 percent of light to come through. It's really cool. I mean, you have this really great display, and then you're just getting all this, and you're not cutting off any spaces so if you have a traditional LED display, you can only view that from one side and I think that's kind of what's really amazing about this product and a lot of times when you're looking at the product, you don't even realize that it's transparent until the image would say it's rotating from one image to the next. And you're like, Oh, wow, that's clear, there are people behind there. So I think, yeah, it's really cool in that application.  David: From what I saw, because it's this mesh material, with super thin wiring in between each of the LED lights.  The challenge I've had with a lot of trans or “transparent products” is that they look good from the front side, particularly at a distance, but when you look at the back end of the things, there's a mesh, like a metallic mesh or something like that, a grid system that kind of makes it look like crap. Todd Stahl: Yeah. With a lot of the applied films that have been out there before, and there's not a whole lot of them, but there are a few, certainly from that backside, it doesn't look at all like the front, and the same thing, with the LED actual metal meshes, again, they look phenomenal from the front, and you get behind, and you're like, man, what am I looking at here? So with our product, what's really cool about that is you get a little bit of the halo effect, from the image that's playing on it, that you can see from, say, the view side of the glass, and then you get a slight reflection off of that front piece of glass that kind of bounces back through. So you see a little bit of a glow or a halo in the background, but it is not an eyesore, and it looks pretty good. You can see out, and you have a very clear picture of the people that you're looking through or whatever object you would be doing from the back of the product. It looks really good. It's a good look from the backside.  David: Yeah, there are numerous products out there that now do this kind of foil mesh effect, and you have to adhere it to the inside of a sheet of glass, which is all fine and everything else, but it doesn't look that good from the inside, does it? Todd Stahl: No, it really doesn't. The concept here, we touched on hockey a little bit, earlier, but you know, we have, you have all these hockey nets in the arena to protect the fans that a puck doesn't hit them, and most of those meshes are black. It's harder for our eyes to kind of pick up the black mesh than it is for white. There are some that have whites, but not many, and the black is blended in a lot easier. I'm a big hockey fan, so I've been to a few arenas, and the white ones are a little harder to, I think it takes away from the image more, and that's why we're using a black LED mesh.  When we first started, it was white, and it just didn't have as good of a; again, I thought it took away from the product from the backside.  David: So presumably there are limits in terms of the size of a glass panel that you can do because you've got a laminate in an oven of some kind and that they're only so big. So if you have, to use the example I mentioned earlier of, an auto dealer's glass curtain wall where the sheet of glass might be pretty darn big. How do you put multiple units together? And what does that look like in terms of cabling and everything?  Todd Stahl: Yeah. So we're always kind of limited in size by a couple of different things. Sometimes it might be the actual raw product glass that we're using. Some sheets are available to us, bigger and smaller, the width of the laminating materials, and then our oven as well. So basically, in our oven here in Pennsylvania, we can laminate an LED panel roughly about 6x10 feet. You know, that's a pretty sizable piece of glass, and then what we can do, if you're doing a glass facade it kind of gets into a little bit more of how the glass is installed, but you're basically stacking the panels. there's a control unit. That attaches to each panel of glass, and then those control units are all tied together and then that gives you one cohesive image plane from one panel to the next.  David: Do you have much of a seam in between them?  Todd Stahl: So, if you remember, at the trade show, I think we had two panels out there and we had a seam in the middle. So I'll see the seam, you'll see the seam, but when the image is playing, you really don't even notice it's there. A lot of times, depending on the application, a glass facade is a little different, because you're going to have all most likely all four edges of the glass covered, but, we have a lot of applications where the panels are being butt jointed together and it's a nice polished edge there. So, yeah, with the image running and stuff, you really don't even see it unless you get within a couple of feet of it.  David: So we're talking millimeters, not inches, in terms of a gap.  Todd Stahl: Yeah, absolutely. You know, a gap's going to be somewhere in the neighborhood of three, three-sixteenths of an inch, plus or minus. David: So not much at all.  Todd Stahl: Yeah, not much at all. Like I said, it's pretty cool. When that image is going, you're like, it just looks like one big piece of glass.  David: And there are technical limits, like if, let's say, an airport curtain wall that might be like 80 feet high for the side of a terminal or something like that. Can you do that?  Todd Stahl: Absolutely. That can all be tied in. You'd have several zones there, and depending on how you're handling the programming from a laptop, and something like that, you just say zone one's the entire thing, and then you might break it down into individual zones if you want different things playing at different times, but yeah, we this is definitely designed to do entire glass facades or, curtain walls. David: All those little lights generate some heat. How does the heat get out?  Todd Stahl: Yeah, so we've been working with these products for about two years now, and I always expect when I put my hand on the glass to touch it, that it's going to be nice and warm, but it really isn't. The heat definitely dissipates quickly. There is some energy consumption, and we have charts for that. So once we get into a building design, we can get in there and say, “Hey, this is what you're going to need for your power requirements.” But it has very similar power requirements to current LED displays that have been around for a while. But yeah, it doesn't really create much heat. You would think it creates more, and I'm telling you, whenever anybody sees it, one of the first things that they almost always do is, “Oh, I expected that to be warm” and they touch it, and it really isn't.  David: Well, one of the criticisms or let's say what a naysayer might say about this, is, “All right, if I buy this, glass panel with the LED mesh embedded inside of it, what happens if there's a dead pixel? I'm stuck with that forever. It can't be repaired because it's sandwiched in between two sheets of glass.”  Todd Stahl: You know, it was my biggest concern. We spent a good bit of time.  I think the lifespan of the LED bulbs we're using is right under 11 years. So we found the biggest problem that we've encountered, and this took us a while before we were going to bring it to market because that's by far the biggest concern; anyone looks at that and goes, it's not the first time I've ever seen a bulb, you know? So there's a couple of things. There's been a lot of research and development to make sure when it comes out of lamination that we've already caused any bulbs to fail before those processes, and we actually have a little bit of a protocol we've developed. So, one of the biggest reasons a light bulb is going to fail is the heat and pressure in that vacuum. It's not so much the heat, but the pressure because there's a little bit of movement in there. So if all those connection points aren't just right, you're going to get a bulb that may come out after you've done all of the work, and then you fire it up, and you know, there's a lot of bulbs, and a diode and only one is bad, it's not good. So we actually have a pre-laminating process we run to actually replicate what is going to go through the stressors of the lamination process. And if we find a bulb or a diode that might not be working, we can replace it after that pre-cycle of lamination.  Now, on the flip side, let's say it's out there, it's in the field. If we use annealed glass on the front surface, so, annealed is not tempered, but the backlight would be tempered, so you're still dealing with a, fully safety rated tempered and laminated makeup. We actually have a drilling process where we can drill a core out of the glass, and we can actually replace that LED diode. What our experience is that once they come through lamination so far, with all the panels we've been working on we have not had one go out and we've put them in some areas of our glass production facility near our tempering oven, which is a really cool piece of equipment. It has a 600 horsepower blower that when the tempered glass comes through, it cools it to dissipate the heat, but it draws some dust, there's some heat back there. We've had a panel running there for two years in that condition without any issues. But yes, you can actually replace the bulbs if you need to, if one goes out.  David: So I'm curious when an architect and a general contractor puts a building up, they're thinking in terms of being there for decades, with maybe the exception of football stadiums, which seem to need to be replaced every five years or so. Is 11 years an acceptable operating lifespan for a sheet of glass for a builder or for a building owner?  Todd Stahl: Yeah. I mean, our interlayers, they last 20-30 years. The interlayers and the glass products, yeah, they're going to last a very long time. When we've been bringing this product to market I think, the event back to the switch light is one of the first times you're us glass guys are introducing electricity into the mix. And at first that back in 2000, I mean, it was really cool. It had the wow factor, but it didn't quite last as long for me. I didn't really get into the product until recently. But you know, that product will last around 10 years as well, and we don't get a whole lot of callbacks very often with any of our glass products.  But it seems like most clients are happy with a 10-year usage. That's been pretty good for the Switch Lite product. We talk about a decade out there to the architects and designers now that, that's a number that they all seem to be very happy  David: Let's say a car dealer goes in, they're fine, they're thinking in terms of the glass that they put in is there for 10 years, and they may switch it out anyways?  Todd Stahl: Yeah, I think you know that everybody wants to be fresh and new. So we found a lot of these high-end retail stores that we've designed with, for instance, a high-end jewelry line, and let's say they have started in California with a new design. They take that design and they move it east to New York City. By the time they get to New York City, whether that's been five to eight years, and they redesign the whole thing over again. So there's a cycle and I think, especially with retail, and a lot of these buildings, they always want to have a new, fresh look, and I think a lot of times they're redesigning in under ten years for a lot of applications.  David: I'm guessing I could be wrong here, but I'm guessing that there's hyper-competition from China for, what I would say is conventional LED displays and so on; you're probably going to have less competition for what you're doing because of the sheer weight of, even if they can make glass cheaper over in China, shipping glass panels over here would be just ghastly expensive, right? Todd Stahl: Yeah, definitely. It's pretty heavy to air freight glass, so it's always nice that there's this thing called the ocean between us and China, especially us being we've been a manufacturer forever, and thankfully, it is a little expensive to ship a finished product like that and take some time. So, yeah, and you know, right now, we're kind of pretty far ahead of the curve in how to actually laminate this properly. Our feeling was when we got involved with this, all right, we got the LED technology. Now we'll just throw it in some glass, and we got a home run and it wasn't quite as easy to just throw it in glass and end up with a finished product, you know? There are still some areas. We are not the only ones in the world laminating this product, but there are, from what I know, under five; we're the only ones who can do it with thin and large panels. We're the only ones that I know of that are actually doing some of the very specific things to make sure it's going to perform properly in these laminated glass applications. In our process, we are patent protected in our process where I think we're just like in the first phase, I don't know all the legal terminology, but we're going through the patent process for the way we laminate it.  David: Which will help you over here, won't help you with Chinese products, but again, there's that ocean thing in between. Todd Stahl: Yeah, absolutely. We have a few intellectual properties here and I'm not one to get into too many legal battles, but we would have some type of recourse if someone does come and is trying to laminate in a similar technique the way we do it. David: I suspect you're kind of looking around the corner as to where this is going and the types of technologies that are emerging. Do you kind of see this as, what you have right now is Gen 1, and over time the light emitters will get smaller, the wiring will be even thinner and so on? Todd Stahl: Yeah, absolutely. I think that's exactly the way I see it going. I mentioned earlier: I really am a glass guy, and this is a glass company by people who absolutely love glass. Now, that's a Will Penn. Clear Motion, we have that same feeling as well, but this is more of a technology company. And what we're talking about today, like you said, generation one. We're going to revisit this in under five years, and it's going to look, I think, a whole lot different.  David: Who's buying it right now? And are you in the field with this?  Todd Stahl: So we're working on probably over 50 to 60 current projects right now in the design phase. Almost everyone we're working with has signed NDAs. So we can't necessarily say the clients that we're designing with right now. But one's a high-end fast food restaurant. They want one of these in each restaurant and that's actually for an exterior application.  David: Are these proposals or purchase orders?  Todd Stahl: They are proposals right now, so a lot of verbal commitments. We have a project we're working on in the Middle East in the design phase right now, that's 18 months out, the funding has been approved. They're designing it in the UK and then we're working with the audio visual company, I think in Texas. So this is really brand new.  David: You're in startup mode!  Todd Stahl: We really are, and this is the third company I've started literally from scratch, and I think it'll be the last one because boy, it is challenging. It takes a lot of energy. There's this great energy when you're starting it, and this is a little extra challenging because this is brand new. No one has ever seen clear LED glass displays like they just did not exist four years ago.  People might've thought they saw something similar. Like you said, it was a film or a grid that was put behind the glass. But when people are seeing this now, we're creating a new market, we're educating people to that market, and we're educating ourselves.  David: I'm guessing when people come to a stand at a trade show, you're at, the architects and the people who design physical spaces are the ones who are going, this is more like it. They haven't really liked the idea of films or foils and all that because of how they look at the back end or they're worried about a film sort of, particularly if it's exposed to UV light and all that, it's going to yellow and on and on…  Todd Stahl: So what the feedback from the A&D community has been? We did an AIA show in San Francisco last June, and we had one or two clients, say, “Hey Todd, we have the budget for this. We have clients who want this product, and we've been looking for it for years.” Then we start designing the project with them, and that's the thing: once I shake hands with an architect, we might not actually have that project begin production for 24 months to a year. So, depending if the building's coming out of the ground or if it's just a remodel of an existing one, it's a very long cycle until we actually get orders placed, and you know, something I've been dealing with for 30 years. It's kind of the way the industry is.  David: Infrastructure projects are never quick, are they?  Todd Stahl: No, they really aren't, but the A&D world is kind of our background. It's where we've been for a very long time in that space, and we've definitely noticed that companies, individuals in the audio-visual world respond to this entirely differently. This doesn't have as many questions in their minds. They're more educated because we've been used to dealing with LEDs for a very long period of time. So it's kind of interesting how the two markets work together, like the DSE show where we introduced the product, I would say more to the audio-visual world if I'm using the right terminology there, it was received just as with that much energy, a lot of more understanding right away, not as many technical questions. David: It's a variation on stuff they've been seen before, but maybe a better variation. Todd Stahl: Yeah, absolutely, and the architects, like you were saying, and even in general, I think even though LG makes an applied film. The North American President of, I forgot the gentleman's name, he was in my shop a little over a year ago, and we were working with his film, and then we showed him our LED glass, and he was blown away by it. David: “There goes my business”  Todd Stahl: Well, I think he was like, I'm going to make that too. I don't think he was worried about his business, but that applied film that they had been using, again, from a very long viewing distance, the product looks great. It's not yet ready to be viewed in shorter viewing distances, but the fact that it's applied, I do think that there is something like when you're buying a high-end product, you don't want people to be able to come up and pick it off, and I mean that definitely happens with every piece of film, I think I've ever worked with in my life. The first thing people do is take their fingernails, and they try to scrape the edge of it. It's just something that is instinctual about humans. But I think if you take that film now, I always say, if you put a piece of film on glass, it's just film. Once you laminate that film inside of the glass, you now have a glass product that protects it.  It does what you were saying. It prevents it from being yellowed over time because the inner layer blocks out almost 100 percent of the UV rays. So I think it's a great home for the LED mesh.  David: So does William Penn and Clear Motion Glass, do they operate separately, or are you kind of in the same office, the same building, and everything else, it's just different business cards? Todd Stahl: No, actually, we are in the same overall building complex, but we're not connected physically. So Clear Motion, basically has the equivalent of its own social security number, which down here in the business and for business, the IRS wants us to have EIN numbers for our businesses. So Clear Motion has an EIN number. Will Penn has an EIN number, obviously, but they definitely operate as two companies but obviously very close connections.  David: And you are running both?  Todd Stahl: I am running both right now, and spoiler alert: two's a lot harder to run than one.  David: Yes, I bet. If people want to find you online, they just go to ClearMotionGlass.com?  Todd Stahl: Yeah, that's it. They can find us there. There are some emails there. They can shoot an email to us and we'd love to talk to anybody if this product's right for them we're really excited about it and definitely creating a lot of energy with it. David: Are you at a trade show anytime soon?  Todd Stahl: Yeah, so we're doing Infocomm, I believe. It's the middle of June out in Vegas. Are you going to be there?  David: Yes.  Todd Stahl: Awesome, man. We get to meet in person, then. We'll carve out some time for that, Dave.  David: Absolutely, yeah, and that's a good show for you. There are tons of pro-AV people there. Todd Stahl: Yeah, I love that. That's a new space for us. So we're a little extra excited cause that's definitely not like a glass trade show is.  David: All right. Todd, thank you so much for your time.  Todd Stahl: All right. Yeah. I appreciate it, Dave. It was a pleasure.  

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT The people behind college and pro sports have increasingly focused on making events multimedia experiences that start well before fans put their bums in seats, and we're now starting to see hints of that in the way public spaces are programmed. Screens are sync'd, and content is carefully timed and triggered based on data and all kinds of variables. While most integrators and solutions providers are focused on executing on ideas and needs, the New York company ANC has for years being delivering services and software for what it calls branded entertainment. The work started with collegiate and professional sports, but more recently the company has branched into areas like retail and mass transportation - including the multi-venue, many screens experience that stretches between the Fulton Center in Lower Manhattan and underground to the World Trade Center complex. I had a great chat with Joe Occhipinti, ANC's Chief Operating Officer. Subscribe from wherever you pick up new podcasts. TRANSCRIPT David: Hey Joe, thank you for joining me. I've chatted with ANC in the past with Mark Stross but that's going back like six years or something like that. I'm curious, first of all, what your company does and maybe we could get into a little bit about the background of basically buying the company back from prior owners that started as a family company and now it's going back as a family-driven company, right? Joe Occhipinti: Yes. So, Mark Stross, yeah, he's obviously still our CTO. So I'm sure you two had a fun-filled conversation. But yeah, a lot has changed in those five or six years that was probably just after, just before, Learfield had purchased ANC from our initial founder, Jerry Cifarelli Sr. who was kind of a pioneer in the signage and TV visible advertisement world. When he started ANC in the late nineties, it evolved the business into a large format, technology integrator for sports and other venues. So when Learfield took over, they obviously wanted to start integrating some of our technologies into all of their properties and universities which was great.  Joe Occhipinti: Yes. So, Mark Stross, yeah, he's obviously still our CTO. So I'm sure you two had a fun-filled conversation. But yeah, a lot has changed in those five or six years that was probably just after, just before, Learfield had purchased ANC from our initial founder, Jerry Cifarelli Sr. who was kind of a pioneer in the signage and TV visible advertisement world. When he started ANC in the late nineties, it evolved the business into a large format, technology integrator for sports and other venues. So when Learfield took over, they obviously wanted to start integrating some of our technologies into all of their properties and universities which was great.  It was a good five or six year run we had with them. And I was with the ANC for a lot of those years. I started back in 2012. So I saw the end of Jerry's initial ownership and then into the Learfield, and then I kind of parted ways with ANC in early 2022 and found my way into a company called C10 with Jerry's son, Jerry Cifarelli Jr. and shortly into 2022, Learfield reached out to us and was interested about looking into a potential acquisition and I think Learfield's business has changed a lot, right? Joe Occhipinti: Yes. So, Mark Stross, yeah, he's obviously still our CTO. So I'm sure you two had a fun-filled conversation. But yeah, a lot has changed in those five or six years that was probably just after, just before, Learfield had purchased ANC from our initial founder, Jerry Cifarelli Sr. who was kind of a pioneer in the signage and TV visible advertisement world. When he started ANC in the late nineties, it evolved the business into a large format, technology integrator for sports and other venues. So when Learfield took over, they obviously wanted to start integrating some of our technologies into all of their properties and universities which was great.  They were in multimedia rights and they've kind of shifted into a data-driven company with all their fans and engagement and I don't think it was core to them any longer and obviously with Jerry's father, having started the business, it was very near and dear to our hearts. We felt that ANC had all the right foundation but due to its success over 25 years, we can kind of take it back and change a few things, get the parts back together, streamline things, and get after it once again to bring the band back together. And that all happened in early 2023. We couldn't be happier to kind of be driving the boat again.  David: So, anybody if you meet at a cocktail party or a neighborhood party or whatever, says, what do you do? And more to the point, what does your company do? What do you tell them? Because it's quite involved. Joe Occhipinti: The loaded question. Hopefully they have like two drinks like one in each hand or something. But basically, the ANC consists of four business lines, we like to call it. So, the kind of the moneymaker, the thing that gets the most press is LED Technology installations and that could be the things that catch everyone's attention is obviously the large format LED displays but we're really a technology integrator, throughout the entire venue. So we have installed IPTV, we've installed TVs, we've installed full control rooms, things of that nature. And those are the apps which have a large format. I keep going back to that but the main video center hungs and arenas, center field boards and baseball. We have a 280 foot display at Westfield world trade center. Some of those marquee kinds of displays that you guys have heard and seen. Then we also have a services department or venue solutions we like to call it. After which all the pretty lights go up, we have to then maintain it and make sure it works for the life of that display or until the next renovation happens. So we actually have a fleet of operators out in the field who are going on pregame off days and making sure that modules are fixed and things are corrected. The proper content's loaded into the software and they're ready for the game presentation or for the next event or for the next change in scheduled content that's going to happen in an out of home venue. So we do a ton of that as well and then we also have our ad agency business. So that goes back to when Jerry started the whole business of TV visible signage, where we are acquiring inventory from teams that we work with or we go out and purchase it and then we also represent brands. So we'll place a discount tire behind home plate at a specific market that they would like to see or a number of different advertisers that we've been working with for years that really want to have that TV visible signage in sports our ad agency is mostly on the sports side we do some and out of home but obviously those are kind of owned by the properties and things like that so it's a little bit different and then what ties it all together is our software business. So It's called LiveSync now. It started as FasciaSoft, VisionSoft, VSoft and now it's LiveSync and it's all in the name. We specialize in syncing all your displays throughout the venue. So, somewhere like Westfield World Trade and Fulton Center, they're kind of one venue to put together. I think they have upwards of 75 or 80 displays between LCDs and LEDs and we have a constant stream of scheduled content. That's looping every 10 or 20 seconds 24*7 and you can sit there and watch in one area 5 to 10 displays all changing at the same exact time, frame to frame, everything running pixel to pixel. But the beautiful thing about live sync is what it does is we're wide open, open API, open source. If you want to play ball with everybody else that might be in the control room and we want to be able to trigger whatever else you might want to trigger with that piece of content. So if you wanted to run a home run graphic at Fenway park and you want to get your LED lights for a night game to flicker, you know when the guys around the bases. ANC Live Sync can trigger that software and it can all run synced and simultaneously. So, we really like to say that we can be the quarterback of the venue like somewhere like Wells Fargo Center. We trigger an IPTV program to have a goal animation run in the suites over whatever TV broadcast is being shown.  So, we've really come a long way in that regard. The software has come. Leaps and bounds, probably even from six years ago when you talk to Mark and we're really proud of the software that he's developed with his team. David: And this is your own software. It's not something you sell, right? It's software that you use when you're working with various customer venues.  Joe Occhipinti: Yeah. A lot of times our software is installed when we are doing the full install. Right. We don't really sell it out of cart. We have started to look into that, right? Like we think the software is at a point where it can do that and can be that. We did a deployment this year at I think it's PPG paints arena at Pittsburgh Penguins where another LED manufacturer got the LED job but they came to us for the software. So that was just a software standalone installation where we went in there into the control room and installed the servers and had it integrate with everything else they had there and it runs their live game presentation now. David: Right and when you're talking about being known for LED or being known for LED display control and so on but you're not a manufacturer or reseller of somebody else's product, right?  Joe Occhipinti: Yeah, we're not a manufacturer at all. So we do have competitors in this space, right? You know, big name, LED installers but they're all manufacturers. So, even though we were competitors, we're kind of not, you know what I mean? Like you can see a world where we can come together with some of these and enhance their business. Right. We feel that we can do a good job on the installation side and on the service side. But we really talk to the clients and figure out what they need from the LED signage perspective and we go out and find the best possible product to deliver that.  And then we'd like to use our four business lines to create a cohesive partnership with that client. So, once we're in a venue and they want to add a display here and there. It's very easy to add it into our existing licensing software or to add it to our services. Right? So, we like to use or give the partner back ad dollars by finding somebody to buy advertisements on their home plate or elsewhere in the venue. So, we really can use our different lines to be a full service partner for all of our clients.  David: It's interesting. Years ago, I remember talking to somebody about shopping malls and how shopping malls, particularly in Asia, were no longer just seen as warehouses or Harmonized venues for retail. They were experiential places that were programmed and that had like programming calendars and special events and everything else related to it and it kind of sounds like what you're doing and what you can deliver is you're really programming a venue or in the case of down by the World Trade Center, multiple venues so that content cascades across them things happen and so on, but it's all kind of cohesive as opposed to maybe more traditional digital signage and just display work where there's something driving this, there's something else driving that maybe they once in a while sync up but they're not really working together.  Joe Occhipinti: Yeah, I agree. I think these are all becoming everyone's fighting to get the people to their venue, right? I mean they want to drive sales or drive concessions or whatever it might be. And the malls are becoming more of let's go spend a few hours at the mall. I mean let's not just go pick up something I need, right? It's like, let's do this with the kids or see this special event or whatever it might be. And being able to create an atmosphere that's inviting and appealing to people's eyes kind of goes hand in hand with that. And then obviously you can promote the upcoming events and whatnot too. Right. So there's just more and more digital installations happening and the interesting thing that we're seeing in the business and it's happening in sports as well.  I mentioned Jerry Cifarelli Sr started with rotational signs like static banners behind home plate and on ribbons and that grew into LED behind home plate and then LEDs on Ravenstein, these massive center hongs. But now these at home venues and these sport venues are now expanding, right? You have these big conglomerates businesses that are doing stuff outside beyond just the stadium, right? Trying to get people there before the games and to the restaurants and to the bars and you're seeing digital marquee that you would typically see on the highway, kind of up on the back of a stadium or down the street at the bar that they just built, that's owned by the same kind of marketing company that owns the business or has similar interests. So, if they are kind of meshing a lot and they're all trying to fight for those eyeballs and fight for those people to bring the dollars and revenue in their way.  David: Yeah, it kind of seems like the worlds are converging, when I was reviewing your company website and seeing how deep a background you have in sports, both college and pro. And expanding into retail and in public spaces like mass transport and so on and thinking at first that well these are very different worlds but when you really think about it they're very similar worlds in a lot of ways these days because like airports are shopping malls and sports venues are no longer just the arena,  It's the multi purpose sort of event area with retail and residential and hotel and everything else and it's all being driven by the same developer or developer group. So they are harmonizing all this stuff.  Joe Occhipinti: Yeah, that's exactly right. And we're here to help. Whatever those entities are to create a cohesive appeal to the entire look. And then what's happening too is a lot of our venues are old, right? Our malls are a little older, our stadiums are getting older. So you're going to see more of these stadiums, new builds will happen but you're going to see a lot of renovations where there's going to be seating upgrades and there's going to be changes to potential sight lines and things of that nature and make egress and easier and more exits whatever it might be. But the technology is really what's going to put the renovations over the edge and it used to be that once you walked through that little tunnel and saw the baseball diamond, the first LED you saw that day was then. Now it's like when you're a couple of miles away on the highway, you see a billboard that's on the stadium. So right away, you're triggering people's eyeballs before they even get to the park. Then you're tailgating and you're seeing advertisements run in your face and then you scan your ticket and you see an LED when you go through the lobby and the concessions and things like that, those can be obviously monetizable and you can have advertisements there. And the same things happening in malls and in transit hubs and in other places where they're trying to grab your attention before you even think about heading into that wherever you're at, wherever you're going.  David: Do you have to sell this whole notion into these kinds of venues or do they just inherently get it now because they've seen it in action elsewhere and it's no longer just this sort of exotic concept? Joe Occhipinti: They definitely have seen it and they want to do it. I think where we come in is kind of helping them bring that to life. So we actually have like an architectural designer that will go and meet with teams and say, Hey, we have this area of our club or of our mall or transit hub that we'd really love to be able to monetize and put some LED signage here but we don't really know how to do it. So that's where we come in, I would say we consult them but we're really just trying to provide another service to an existing partner or potential partner to say, Hey, we'll take some pictures, we'll create a virtual world and we'll throw some LEDs on there and you guys can kind of see and understand what it might look like. And how do we angle it right to catch the attention of people coming up the stairs so that whatever it might be. So you can maximize the eyeballs and the dollars that you would get from that, right? Or the feel or the presentation that you want there. So we're doing that constantly. We have done that at a lot of our marquee venues where we start with one install and the next thing you know is there's three or four or five installs over the next five or six years where they're adding a screen here or there because they realize it's a high traffic area or during walkthroughs or tours. It's a good place to promote their upcoming events or whatever it might be, you know what I mean? So we kind of do that a lot for our places just to allow them to continue to add to the technology and to provide a better presentation to their constituents that are at the venue.  David: Is it just the highly visible stuff? In the case of, let's say, a sports and events center, are you also driving the menu boards, menu displays in concession and the ticket windows and things like that? Joe Occhipinti: Yeah, we've done some of that. As I mentioned, Wells Fargo is like our, I don't want to say crown jewel but it's been a really great partner for us for I believe over a decade. And we literally do everything there from, they have a sports book lounge on their top level to where they were ingesting staff feeds and scores and betting lines, their main video screen is kind of kinetic. It comes down at one size and opens another and we just have to hit one button in our software which allows it to do that and then their IPTV system. I think it's upwards of 700 LCD or TV displays that they have across the venue and we don't have our own IPTV software but we built a bridge between us and their IPTV providers so that when they do score a goal or there is a win, we can send graphics out there. Or if something they want to promote to their suites or to certain areas of the business of the venue, I should say, we can do that. Or even emergent emergency messaging or something like that. We have the ability to go full blast on every display that we touch that's in there. And then even still, they're even adding more, we have billboards out on 95 there in Philly. They added some more displays on their outside, where if you go to a flyers game tomorrow, you'll see us up there kind of installing it. So, like I said, they're trying to get you from when you're a few miles away to get you thinking, you know, I'm excited for this game and I'm excited to participate in this event but also what goes out on there, you alluded to that. I kind of said the betting lines and things like that. But one of our venues we have in the city, we have two JP Morgan Chase banks and you think that's kind of like a sleepy thing like who's going there to see the LED. But what Chase does for their customers is while you're sitting there, you might see If there are any subway delays, we work with the MTA to ensure that you'll see any traffic it might be if you're heading to Queens and say, it'll say take the tunnel not the bridge or whatever it is. Right. And whether we'll pop up. So yeah, we're not creating this data but we're ingesting it from different feeds and from different sources and we're making it pretty, we're creating the graphical ways that it might show up and kind of add to the person's experience being at whatever venue they're at.  David: Right. Now if I talk to virtually any CMS software company out there these days  and I asked them about data integration, they'll say, of course, yeah we do all kinds of  data handling. We've got APIs and this and that where we're all over that stuff but I get the impression that there are very much different kind of tiers of this that you can have kind of basic data integration that yes, you could query, let's say some transit data if it's publicly available as an XML feed or something. From what you're telling me, this is quite a bit more exotic than that. Joe Occhipinti: Yeah, I believe it is. I mean, I think what we can do is if the weather variable says it's going to be cloudy, we create a graphical thing that shows what you would think would be cloudy and that shows up there, right? Or if when it's time for the weather to come through and it's sunny, the background will say 65 and it'll be sunny but if it's 65 and rainy, the background will have rain on it. So we're even going to that level where what the trigger is we're not just spitting out what the variable is but we're trying to create a cohesive content experience too, that kind of shows what's happening and then it allows us to trigger different items in our software too that if we can automatically change when the variable goes from top one to bottom one, it automatically changes the advertisements that would run in that happening. So it even comes with efficiencies on our end of what we're able to and how we're able to gain presentation and things of that nature. But yeah, I mean these are little subtle things that the customer or the fan really appreciates and it's just great for us that we have an in-house design team. We recreate these things, we're then our statistical engineers and our developers are then creating ways for it all to work together. So yeah, you do have your base level where we just want to see the scores on a ticker which we're happy to do but if they want to get more involved and do some more graphical things to enhance the experience, we're obviously able to do that as well. David: When it comes to things like game day experiences for big sports venues and multi purpose venues like that, do these organizations have their own teams that handle all that and they just kind of work with you or are you actually doing the game day experience for these companies? Joe Occhipinti: It's different at every venue. We're happy to be part of the team. However they would like us to be. It goes anywhere from a place like the game bridge field house, right? They just hosted the all star game and we live sync touches every LED display that's permanently installed there. And our operators heavily involved in production meetings need to understand what the run of the show is to load the content prior to the game. He's been there so long. I'm sure maybe he will make some say, Hey, maybe try this or that. I don't know but he's been there for a while. He's great at what he does and they fully trust us to carry out the run of shows that they have created but what might be in that run of show or graphics that the in-house design team also creates. So that's kind of part of the services department that I mentioned before, we also have graphic designers in house that if they want a special intro or some graphical element for a camera like a kiss cam or something. These keys and things that you see that help with game press, we kind of create those things for them. And our guys are downloading it, testing it, making sure that it works for the game when it inevitably runs in the game. So it is varying levels somewhere passive, right? We're like, Hey, we're here, let us know what you need us to do. Let us know what content needs to be run. And then in others where we're heavily involved where we're talking to them twice a week on content and churning out thousands of hours of graphical design and in their production meetings and we're upgrading their stat layers every season and creating a new look that might go with their season tickets or whatever it might be. Right. So they would kind of like to have that whole cohesive kind of brand. Brand look that they go for. So it does vary per client just based on your level with them and what they want to get out of the relationship.  David: Your company background is much more in sports but as we mentioned earlier, you kind of branched into retail and mass transport and other kinds of things like that. How does the business break down now? Is it still predominantly sports or are you seeing quite a bit of traction in these newer areas?  Joe Occhipinti: Yeah. I mean, obviously the legacy business, it used to be ANC sports and we dropped the sports when we started to foray into other things, the at home kind of markets. I would say we do more volume and on the support side but there's obviously a lot of growth and a lot of greenfield on the place we call it places are out of the home side. And we've been lucky enough to do some impressive installations where the clients have trusted us to perform those, even though we had a lack of experience in it. I've mentioned Fulton and Westfield, that was our first foray into it and was a hit and it looks great and still looks great, seven eight nine years later. We did a really good install down in South street seaport which we believe is really impressive. We did some stuff at Moynihan train hall. So we've been lucky to have some big marquee type installations. We are trying to build our relationships with a lot of the out of home players without naming any names. Like we were trying to build those relationships and just kind of see what the partnerships look like there and be an installer and integrator for them as well, just like we've been able to do in the sports.  So, I think the numbers will probably say that we're still more of a sports type business. But I don't think it's that far off from being even one day and I think we are going to put some resources behind it and we're going to do some stuff with the software that will help us change. We are in the process  of changing our user interface to be a little bit easier to use. We're doing some cloud type and quick play type stuff at NBC Universal right now, where they can walk around with their phones when they're doing tours and they can just change what's being displayed on the screens from their phone. So we are putting some resources behind it because we believe in it that we could help a lot of different partners achieve their goals there. David: I would imagine the typical media companies, even very large ones, would be pretty happy if somebody handled these more involved installations like Times Square or an entertainment district where there's a lot of screens because they're primarily in the business of selling media time and display faces and so on. I don't know that they really want to get all that dirty in terms of running these kinds of networks, particularly when they start to get quite complicated.  Joe Occhipinti: Literally and figuratively dirty like we're also installing the displays. It's a heavy construction type thing too. Right. So we're installing the display, we're doing the steel work and then we're plugging everything in and running the show as well. So yeah, I think we have a lot to offer. And obviously, we need to make some enhancements and it's almost like the out of home stuff isn't easier. It's different from in-game live presentations. And like you said, the legacy business was built that way. So when we got into the out of home market, it worked for out of home but we had some of these features like scheduling and overtakes and some of these things but they weren't maybe as robust as they are today cause we started doing more in it.  So, we've really focused in and debugged them and made them stronger and better so that we can run an out of home type market but it's almost too robust for the simple kind of one display on the side of a building like I'm talking about where we specialize is game presentation where you see five or six or seven different screens. They all have to be synced to kind of make the game presentation feel cohesive or in certain venues like Westfield, where you see many screens at once, you don't want it to be choppy and look off but we're maybe a little bit too robust when it comes to a single display, right? And because we're too robust, our features, maybe a little bit heavy in terms of costs. So we're going to try to address some of those things and really create something that would get all the features that we have but can also be used in an easier type setting as well and not be so cost effective and then like I said, we want to start getting our cloud infrastructure stronger and things like that, so that people can go by and change it with a phone. Right now we have people on staff that are scheduling these places for us in our lives. They're voting in and scheduling all these things. It would be easy if you work for Westfield World Trade and you're trying to court a client. You don't have to coordinate with ANC and the scheduler to, Hey, between 11 and 12, I want to show Sixteen Nine podcasts on all displays.  You could just walk around and you could press a button on your phone and right when you're showing up and you can just launch it. Right. So we're trying to do things like that.  David: The Fulton Center thing is interesting in how it crosses into a world trade in the Oculus retail area and so on. What did you learn out of that in terms of putting together a visual network that was going to run across multiple venues that aren't necessarily visible to one another. They're connected by tunnels or concourses but they're different things in certain respects and also, instead of a game where people are sitting for 40 minutes, almost all of them are constantly on the move.  Joe Occhipinti: Yeah. So obviously they placed the screens in places where they felt there was going to be higher traffic, right? Like an entrance to a subway tunnel or you come out of the path from Jersey and you're trying to get up into street level Manhattan and you walk that past, what amounts to almost four or five hundred feet of screens and it was definitely a little difficult to envision what they were trying to do but as it started to come together, it made a lot of sense to us and they kind of made it a little easier on us than had they treated the different areas of the facility to want to run different things, right? They want the whole facility to run everything all at the same time. So we're able to create the software, create batches that have all the displays and throw all the content in there and then schedule them appropriately rather than this side underneath by the path station needs to run this at this time and then over by tower two, we want to run that. And then in Fulton, we want to run this other thing.  They are two separate venues so we have two different schedules going at each one because they're different trains that run at each station, right? So in Fulton, you have four or five. And in Westfield, you have the AC and the two-three or whatever it is. So you have to decipher what goes where but the way they wanted to run it allowed things to be a little bit easier on the back end but we had to deal with network infrastructure and everything else like that which was new to us in this type of a venue. But they're really there to obviously be advertisements. Also, they need to make the place feel beautiful. Have you ever been down there? It's like all marble, it's a really beautiful facility. So they had to fit and they wanted to be in your face cause they were driving advertisements. They want to be appealing but they still need it to be beautiful and look good as well. So there was a lot of pressure on us too. The 24/7 nature of it is a little different than sports where you have a game and if something goes wrong, you generally have till the next day or two days later to fix it. That doesn't happen outside of home. Things gotta be working 23 and a half hours a day with not a lot of downtime and not a lot of issues happening because advertisers are walking through it and potential advertisers and the customers. So it was a lot of pressure on us. We literally have people walking the facilities downtown, New York, for 18 hours a day reporting issues and fixing issues. We don't want to have any downtime on these displays because the stakes are that high.  David: Yeah, really. How many people do you have working in the company? Roughly?  Joe Occhipinti: We have about just under a hundred full timers and depending on the seasonality of it, we have around 200 part timers that work for us all across the country.  David: And of the full timers are most of them kind of in the greater New York area. Joe Occhipinti: There's probably like 30 percent in this area, just cause like I said, we have a lot downtown and kind of work at our headquarters in Westchester but we're pretty spread out. We have upwards of almost a hundred venues across the country where we have something.  So, in those markets, like in LA or Washington DC or Baltimore, where we have a lot of different things going on. We have full timers that are in those markets actually running a stable of part timers as well.  David: Yeah, because they need to be there. They can't just say, well I can get there next Thursday or something. Joe Occhipinti: Yeah, they gotta be there at a moment's notice most of the time. .  David: Alright. This is great. If people wanna know more about ANC, they just go to ANC.com.  Joe Occhipinti: Yeah. ANC.com.  David: Nice and simple.  Joe Occhipinti: We do some stuff on social media but LinkedIn is really probably the one that makes the most sense if you want to check out some of our posts and what we've been up to lately. But we just did a full rebrand. We changed our logo. We kind of changed our colors after we bought the company back. I think the website looks great. So yeah, ANC.com will take you straight there and you guys can learn everything there is to know about us.  David: Powered by C10, I see. Joe Occhipinti: Powered by C10. C10's still around. Obviously, Jerry Cifrelli Jr. founded that company and that was the vehicle from which we acquired ANC but obviously with the legacy he had with his father and the name brand that ANC had, we decided we wanted to keep it. And just give it a refresh and push it forward. David: All right. Joe, Thank you very much for your time.  Joe Occhipinti: Thank you, Dave. This has been great. I appreciate it.

Dive into an enlightening conversation with Dr. David Do & Dr. James Koved as they shed light on the specialized realm of psychiatric emergency rooms, the challenges faced in modern mental health care, and the evolving landscape of emergency psychiatry. Hosted by Candace Chan & Devon Boorstein-Holler Questions? Reach out to us at: psychiatryexplored@gmail.com

Music from Salem's Spring Concert will take place this Saturday, April 22 at 4 p.m. at Hubbard Hall in Cambridge, New York. The program will include Wolfgang Amadeus Mozart's String Quintet in G Minor, Caroline Shaw's Schisma for string quartet, and Felix Mendelssohn's String Quintet in B flat Major.We welcome Music from Salem Artistic Director Lila Brown and the members of The Julius Quartet - Helen Lee, John Bachelor, David Do, and Sebastian Kozub.

David: I want to talk a little bit about the hospital, but I'm also curious about your life. So first, just tell me your name and what you do at Kijabe Hospital. Linette: My name is Linette. I'm a medical officer, general doctor at Kijabe. I work in the Internal Medicine department in general wards.  When COVID was here in COVID ward – now it's respiratory center, and in ICU/HDU [Intensive Care Unit/High Dependency Unit] Unit. David: Why did you end up with adults? Linette: [Laughter]Well, I love internal medicine. Anything to do with Internal Medicine, I love it. Whether it's an adult or a baby. I just love it. I feel like it's easier and maybe it's easier because of where I went to school. . . Where I went to school there's a lot of lifestyle diseases, less infectious diseases.  David: When you say lifestyle, what do you mean? Linette: Like hypertension, diabetes, things like that, which is most of internal medicine. And so, it was not like Kenya where you have infectious disease to think about. I feel like that was my foundation when I came for internship, I found this safe place, this comfortable place in internal medicine.  So, it's like, oh, I know that. It's not new to me because I've seen it, and that just made me love it more and more because I felt like I know that and now I can build on that.  I mean, it turns out you don't know anything.  You don't know what you don't know! But it's fun to build on that one. Yeah. So [Internal Medicine] is my favorite one. And why adults? I'm very emotional when it comes to kids, and my pediatric rotation was full of a lot of tears. So, I was like, “No, I need to like, get myself together and be a doctor and look like a human. . .what?  Hard-board or something. . .like nothing is touching me, I'm just okay.” But inside I'm all mushy. So, I feel like kids really remove that from me. And then adults are like, “okay, I can cry about this later, let's deal with it now.” But then kids, cry now!  [Laughter] David: That's great.  You did your you did your internship at Kijabe? Linette: Yes. Yes. David: Tell us about medical school. How in the world did you go to school where you went to school? Linette: I went to school in Russia, the Russian Federation. And it was just it was a miracle of sorts because I had no idea that I could go to school in Russia. In fact, I didn't even want to be a doctor until my last year of high school when I feel I felt the Lord telling me to be a doctor. And I was really against it for like a month. I spent a month arguing with God in my closet. Like, really? You really want me to do that? I've never wanted to do that. I want to be a lawyer. I want to be a scientist. I want to do research. I had all these other plans. David: Anything but medicine. Linette: Yeah, anything but medicine. Everyone wants to be a doctor, but who is going to take out the trash?  Who's going to be the mechanic? Who's going to be the engineer?  I don't want to be a doctor, everyone's going to be a doctor.  It turns out not everyone became a doctor - I became the doctor! God has a sense of humor because the thing that I was fighting so hard not to do turned out to be the thing that I do the easiest.   I went to med school and God make it made it so easy for me to learn and to understand the concepts. . .to understand physiology and how the body works and what drug goes with that. So, I was like, "Hey, man, it's good to follow what you feel God is saying to you." And boy, am I glad I did that.  And then Russia. A friend of mine visited from Russia. I hadn't seen her for years. She was in second year [of medical school]. She told me Russia is good. David: She's Kenyan? Linette: She is Zambian. At that time, I was living in Botswana, that's where I grew up. So, my Zambian friend comes home for holiday and I'm like, "Hey, long time, I haven't seen you. It's been years. Where have you been?" She's like, "I've been in Russia." What are you doing? "I'm doing medicine." And I'm like, okay, that's amazing. I hadn't yet agreed with this whole plan to do medicine in my heart, but I thought, "This is a good like idea to look into Russia as a school option."  I didn't want to stay in Botswana to do my university. So, I asked her questions, and she said that teachers are good, the groups are small when you study so the teachers can follow you very closely. And she said everything except that they don't speak English. [Laughter] And I feel like God literally blinded me to that because I asked every question except, "What language do they speak?" I mean, I know there is Russian, but surely, surely, they speak English, right? They're white! No, they don't. And I found that out when I landed in the country. [Laughter] So, I out of curiosity, I study Russian. I'm so excited.  I'm going to Russia! And then, I land in Russia and it turns out I have survival skills now. I decided, "Well, I'm here, so I have to keep a positive mind about it and learn it as fast as possible so that life can get easier." And that's what I did. So, I learned it and life got really much easier. David: And so that was how long? Five years? Six years? Linette: Yes, six. David: And then. So, you're from Botswana. How did you get to Kenya? Linette: I'm from Kenya. David: Okay. Linette: I was born in Kenya. My parents are Kenyan, my dad is a civil engineer.  When I was five, my dad applied for a job with the government of Botswana, and he got it. He moved to Botswana to look for greener pastures. Then the family followed him. So that's where we all grew up, me and my sisters, except for my youngest sister, who was like a bit young when they moved back to Kenya when I was in third year in Russia. When they moved back now, home became Kenya again. So, when I finished with Russia, I came home to Kenya. So now I had to learn a new language, Swahili [laughter] because, I know how to say hi, but everything else is a blur because I was five when we left. But because I had learned Russian, I was like, "This is nothing impossible. Surely it's just a language." And now I speak it fairly well. I can speak Swahili and no one knows I'm not really Kenyan, but when I speak English, they know because my accent is not Kenyan. David: Yeah, Botswana - that's like the usually the voice actors and people like on TV in America, like that's the pure like, classic African accent.  So, like in Disney movies it's always a Botswana accent. David: And so, what were challenges? Did you have time off in between in between finishing medical school and starting internship? How did you end up at Kijabe? Linette: I had a whole year of nightmare. None of my papers were Kenyan, so I went through such a terrible time. I went to try and verify my degree and they said I had to verify my high school certificate. And then when I went to try and verify that, they said I had to verify the primary school certificate. And most of that was like, we need a physical letter from the governing body in Botswana. I have no family left there. How am I going to get like a real letter from them? But thank God for friends. I asked a couple of friends to help me, and they sacrificed time from their jobs to help me chase down that. It took a whole year from the time that I came back to the time that I started internship. And even after doing the whole verification thing, turns out you don't just do internship, you do pre-internship, which is like an internship, but then it doesn't count. And then you write board exams. So, I did that. And then just as I was about to ballot for a government place in the internship, a cousin of mine asked me, “have you tried Mission Hospitals?”  She had worked for Mission Hospitals and she feels like they're great. Linette: I was like, "I've never thought of that. What's that?"  She told me, "the last interview is next week, Monday, find a way there."  So, I found a way there [laughter], showed up, did the Kijabe interview and I fell in love with Kijabe just from talking to the doctors on the panel. Dr. Arianna was on that panel that day. I was I was so in love with Kijabe. I was like, I'm done. I'm going to Kijabe!  I didn't even interview the other two places. I'm going to Kijabe - I'm not going anywhere else. So, I went home all happy. I'm like, "I'm going to Kijabe, I'm going to Kijabe!" I don't know, that was just I was just so sure. I fell in love with this place before I came here. And since I came, I've not been able to leave since, like you think about going anywhere else and you're like, okay, so what's life going to be like there? Nope, I'll stick to this one. David: What particularly do you like about it?  Linette: I love the compassion with which people approach medicine.  I mean, there is science and there's evidence and there's all that. Anyone can get that anywhere, you know? But there's a human touch and aspect that you can't buy anywhere. You can't buy that. And then a lot of these doctors are Christians. . .and missionaries, they're here not because their homes are not comfortable, or their countries are not good.  I mean, I've been a foreigner. I know it's home that's always best. It's very uncomfortable to be a foreigner sometimes, but the [missionaries] are here because they feel like their call to humanity is higher or greater than their comfort.  I feel like because God told me to be a doctor, it's great to be around people who take medicine like a calling. There's also the evidence-based approach, you know.  It's not quack medicine, it's not abracadabra. It's, "Okay, I read this paper and it says, 'This approach is better for this disease.'" And that's what we do. We do that because the best idea wins.  The best idea is tested. It's tried. It's been through trials and studies and that idea wins. So, every protocol changes according to the idea, the evidence that has come up. The system of correction for mistakes, audit, is taken very seriously. Audit helps us change protocols, change our approach. It's one thing to say, "we will do" and then it's another thing to actually do. It's a culture that goes on from the highest doctor to the lowest staffer.  Even a patient assistant adheres to the protocol. That's a cultural thing that you can't buy. If people's mentality is "I'm here to get my money and go," then they would never do that. But the fact that we say something in a meeting, and it actually happens - that's wonderful.  David: Wow. That's awesome. I love it. So, internal medicine. . .What's good about it and what's hard about it? What do you love and what's the most challenging? Linette: Let me start with what's hard. What's hard is at least once or twice a week, there is this one patient, who, I'm like, "I have no idea what's going on here." And then, once in a while, there's this patient who everyone is like, "I have no idea what's going on."  Really? That's mind boggling. But then that's also why it's great because every time you think you know, you don't know.  You don't know what you don't know. But then, every time, you find out there's more to learn. I love that opportunity to grow.   I like places where I can be put under pressure to grow.  There's no bigger force or pressure than the feeling of "I don't know." Then there's this culture of mentorship that Kijabe has. I have awesome seniors who don't make me feel dumb for not knowing. So, when I don't know, there's always someone a phone call away who might know. And if they don't know, they're so honest. I love that they're so honest when they don't know. And they're always willing to offer advice on, "have you tried this, and have you tried that and how do you check this and that?" Then they teach you how they think so that you can be a proper mentee. I love that. That's what I love about internal medicine in Kijabe. I don't know about internal medicine in any other place, but here, it's like you're free to be dumb if you're dumb and we will help you get smart. David: I don't think that's a problem for you. You're very humble. Doctor Tony Nguyen is the head of internal medicine right now, and he was telling me that. . . Linette: He's my boss and he's awesome. David: Oh, that's great. He was talking about ventilated patients, that a lot of your patients are younger. Why do patients come to you? What are their issues? Linette: Well, our vented patients are younger, and most of that is because of our resource limited setting. Because of our resource limited setting, we can't afford to intubate everyone. So, our protocol favors a younger patient with less chronic disease going on. It's very sad that we have to make that decision, but we only have a very small amount of resources - in this case ventilators. David: So how many do you have that are working right now? Linette: We have five good vents.  David: I think your definition of good is different from mine. Linette: Like, it keeps the patient alive. That's good enough. David: So, that's the distinction. There's actual good, because you have some good [ventilators] and others from 1953 and it's a small miracle. . . Linette: It's working. It's working. (laughter) David: But that makes me very nervous. Linette: It does. It does. But then we live by faith. I mean literally surviving on small miracles. So, there's two really, really good ventilators that have this nice screen. David: The GE ones? Linette: Yeah. They have all these screens that you can read. And then there's these [old] ones which are guessing some of the stuff in the background.  David: It's totally manual, right? You have dials, you can adjust, but there's no waveform, there's no tidal volume, you're just. . . Linette: Guessing. There's nothing to see. It's just put in the settings that you want and hope and pray that that's it. Then if that doesn't work, you try something else and see if that works. And that's how we live. Imagine. David: Yeah, not that that's not good, but that's what I'm hoping we can improve on someday. Linette: If I have five solid ventilators, I think I can depend on. I mean, I think they can save five lives.  David: And so, you're saying you can have protocols for younger people.  What about - I don't know if you call it a dance or juggling - interactions between different departments work because? I mean, patients are surgical or medical somewhat, but there's a lot of overlap. Linette: Yes. It's a lot of teamwork that's required because a lot of patients in the ICU are surgical. But then if they're in the ICU, they're your patient [medical team]. They are surgical, but they're still yours. And that [relationship] needs a lot of communication between us, a lot of understanding, because sometimes we see with our eyes the medical stuff and they see with their eyes, the surgical stuff.  And we don't see what they see, and they don't see what we see. So, every time we make decisions, it's important to like double back and ask them, "Okay, we want to do this. Is this going to affect what you are doing in any way? Is this going to harm the patient instead of help the patient?" Because sometimes you might do something and maybe cause bleeding or maybe it does something that we didn't intend to do, but the surgeon would have known that, and we didn't. So, it takes a lot of teamwork to survive a patient in ICU.   Linette: Sometimes when we are admitting patients, we feel like this patient might need intubation and we might not be able to give them that resource, we try our best to refer them at the door before they even get to the point of deteriorating and needing the intubation. We just tell them, "Look, it's not looking good.” Usually, it's the family we are talking to because [the patient] is so badly off, and we tell them “It's not looking good. It's likely they're going to need intensive care. We don't have room, please go to another place.” Some of them refuse. Oh gosh, some of them refuse. They're like, “we don't have anywhere else to go.”  Those are tough because they end up staying in Casualty forever. And then we end up like creating an Intensive Care Unit in Casualty because you can't just watch someone die. That's a hard thing. And then some of them die. That's the painful part because you're like, "If we had this, they wouldn't have died," but we don't. David: Do you have a sense of what it would take? I mean, we want to get we want to get some new ventilators. We want to get ten, maybe more, high dependency unit beds. What would it take to treat everybody you think we should be treating? Linette: Oh, my gosh. A lot of money! David: Well, not in the money sense, but how many HDU beds? How many ward beds? What would it take to do everything you would love to see us doing? Linette: That would be crazy, because, if I compare it to what other hospitals are actually achieving, they can have anywhere from 20 to 30 or 40 ICU beds and we have 5. So that's a huge dream for us.  And then we have ten HDU (High Dependency Unit) beds. You can imagine if they have 20 ICU, they have like double that for HDU and we have only 10. So, it's going to take that much more muscle.  Then the other issue is staffing, because we are so few in our department and a lot of our people are missionaries. It's wonderful because they are here to help, but then they can't always be here to help because they have their homes to go back to. So, we have a lot of visiting doctors who come in. Oh my gosh, when they come, we're like, oh, we can breathe a little bit, you know.  We breathe for like a month. And then they go and then we're dying again.  We have ECCCOs who are in ICU every week. David: What does that stand for? Linette: It's Emergency and Critical Care Clinical Officer. They are clinical officers who have a higher degree in critical care and emergencies. They're awesome. Awesome. They run the ICU very well. A whole ICU really depends on an ECCCO. If the ECCCO is good, they respond to the emergency quickly. They call the doctor quickly. And they a lot of times you get to [the patient], they're already intubated.  They are so good. They respond to emergencies very, very quickly.  So, there's always one just one in a whole week who does the day and then one in a whole week who does a night and then one in a whole week who does casualty. If we were to ever expand, I think more beds would be overwhelming for one ECCCO.  And sometimes we have two because there's one and then a student. But then sometimes that could slow the [senior] one down because they're trying to do teaching, you know, like they're trying to show the other one. So that would take more doctors, more critical care nurses who by the way, are so awesome.  David: And there's training, there's a lot of training going on. This is one of the things I look at. I think, "five beds." There's the patient side. There are more patients who need help.  But then the training side, Oh my goodness. We have a critical care nursing program. We have the emergency and critical care clinical officer training program. Linette: Yes. David: And when I just look at it, I think we need to take care of more patients so they can, to use an exercise term, do more push-ups.The more patients they see, the better they will be coming out of school. Linette: It's much better for them. David: And then you're also taking the nurse anesthetists. They come through. Linette: On rotations, higher degree nurses doing their rotations and the anesthesia residents and surgical residents. David: Oh, and surgical. So that's part of their that's part of their residency? Linette: Yeah, there are a lot of learners, actually. Our teams are more than the patients by far. By far. David: That's at least 50 learners in a year.  Linette: They could be more, because per week, it's crazy.  The last time I was in the ICU, I had three ECCCO students and three KRNA's (Kenya Registered Nurse Anesthetists) and one more intern and two or critical care nurses. That's ten learners.  And then if you're on the rotation, you have to teach the ICU curriculum for that week.  David: So, you're doing that teaching? Linette: Yes. Yes. I teach. Right now, I took a break because I've been so busy with my family, but I teach physiology in the school. David: Oh, for the nursing students?  Linette: For the clinical officers. Linette: I teach human physiology. David: Awesome. That is a lot. Linette: Yeah, it is. That's why I, like, put a pause on it, because I'm like, “Let me just have a baby first and then I can think about it.” David: Yeah, that's awesome. How old is your little one? Linette: He's turning one [year old] this week.  David: So, you're entering a new phase, you're starting to sleep. And you're also starting to, realize, every second there's more trouble. Linette: He can get into. Yes, I'm battling chronic fatigue. He's such a handful. He's all over the place. And then he just discovered how to walk. So now it's like, "get everything out of the way." And just when you think you got everything out of the way, he discovers another one. David: What would it take to build a proper ICU?   That will be a phase-three of the hospital master plan.  This year there will be a new oxygen and facilities plant that they're calling an Energy Center. That will go It will be just outside of Wairegi [the men's ward]. That's part one.  Part two is the new outpatient center.  And then part three will be where outpatient currently is. They want to build a huge building that will be maternity, internal medicine, ICU. I think it'll take that [building] to get to 30 or 40 beds. But I'm hopeful that we can figure out how to do something substantially more in the near term.  If we get equipment, it can roll where it needs to go.  Knocking out walls and things like that are permanent, but equipment can follow the need. If it needs to go to Centennial [ward], it can go to Centennial. If it needs to go wherever, it can go wherever. So, I hope I hope we can do a substantial expansion this year. Because it's important and it needs to happen for you guys to be able to do what you're good at. Linette: Yeah. And now we have a renal unit, so we have, super-sick patients who we used to refer because we didn't have a renal unit. Now that we have an actual dialysis center in our hospital, we get called more and more into the unit because they code on the dialysis bench and we have to go there and resuscitate.  That's an ICU patient.  They cannot be anything less.  If you resuscitate, and then you don't have a ventilator, you'll just be bagging and bagging and bagging and you're like, "okay, I'll be the vent for now." But then, "how long am I going to do this? Are we going to get an ambulance? Are we going to go to another hospital?"   Most of them don't have the money to go to a hospital with an ICU. Kijabe is so friendly, in terms of ICU cost, on your pockets. So, you tell them about any other hospital in the family is like, "no, we can't afford that happen." David: Do you have to save ventilators? You have that dialysis situation. Do you have to reserve ventilators for surgical patients? Like if somebody knows something bad just came in, they're going to surgery. Linette: All the time. Yes. Every night I'm on call, I'm like, "how many ventilators do we have?" And the ECCCO tells me we have three vents. And then they're like, “the surgery team called ICU and they said that they're taking in a complicated case, and they want us to save a vent." So, if I get any emergencies overnight and I had four vents and I'm saving that one for the surgical patient.  If I get any anything in casualty that needs an intubation, I can't accept. So, I have to refer. And that's terrible for those who come crashing because they crash, and our reflex is to intubate. We don't even think, we just intubate. And then suddenly somebody is bagging and we're like, "we don't have a vent."  Sometimes we end up having to give away the vent we have reserved for an emergency, and that causes a whole chain reaction of problems because now the surgeon is angry at you because they saved the vent for the patient, and they've already cut. And you're like, "let's pray to God that you come out of anesthesia." Yeah, it's just a jumble, it's just a mess on those bad nights. And then sometimes we have to quickly extubate someone who we didn't plan to extubate today. Maybe we plan to extubate them tomorrow, and we're like, “maybe tomorrow they'll be able to get off the vent,” and then we're like, "Okay, you need to breathe for yourself now because we're coming off now." But you see, that's a problem because you're extubating prematurely and you're like, “fingers crossed, legs crossed, please breathe.” And then they breathe, and you say, "Thank you!"  David: So how do you manage all this emotionally?  Linette: That is just it's painful. It is very painful. Sometimes there is moral injury that comes with denying the vent to some patients because you're like, “if I had intubated, I am not 100% sure that you wouldn't have made it.” I'm just basing this decision on your co-morbidities or your other diseases and the fact that you have significant disease.   There's this other [patient] with less significant disease and that you are likely to not make it. So that's a bit hard.  David: What do you do with that? Like, how do you how do you process this?  How do you not explode? Linette: Our culture in the ICU is when you have a really tough time, we debrief, we call the chaplain to come talk to us, or the palliative team. They're very good at counseling staff members about "What are you feeling about this? What are you feeling about having to extubate this one? What are you feeling about having to do this?" And everyone opens up their heart and says, "Well, I feel like crap, like this is terrible." And, well, I have a good husband at home and he's like a doctor now because I take all my stories to him. So, I just offload on him and he's a very good listener. So, I feel better because I have that at home.  I have good support at home.  David: I love that.  Linette: Yeah. It's a tough journey, but it's also fun because we see people and its life changing. It's the difference between life and death for someone. So, our extubation days are really good. Like, "Yes, you did it, we saved one! And then 10 million more to go!” Always celebrate the small wins. David: I love that. Awesome. Thank you so much, Linette Linette: Thank you for having me. David: Appreciate, you're amazing. Linette: Thanks.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT There have been a few companies that have come along in recent years offering a platform that used templates, image library and stored data to largely automate the production of videos - but few if any of them had their heads wrapped around how that might work with and for digital signage networks. A Louisville, KY start-up is taking a run at the concept, and the big difference with Adificial is that its CEO and co-founder started and ran a digital signage software company for many years ... so he has his head around the desire for content automation when it comes to videos that find their way to screens. Some listeners will know Brian Nutt as the founder of Codigo, which had built up a strong and interesting business focused mainly on regional banking. That business was acquired in 2018 by Spectrio, which now also owns and publishes Sixteen:Nine, and Brian spent a few years away from the business, before thinking about and pulling together Adificial. It's a platform that uses web services and the scalability of cloud computing to enable HTML5-driven motion media files to be generated quickly and easily, by the hundreds or thousands. At scale, a motion file unique to a person or place can cost only pennies. Nutt is a digital signage guy, but he's launching Adificial with a focus on media embedded in staff and customer emails. That makes sense, as the idea is that this platform can generate many thousands of custom videos for emails, versus the dozens or maybe hundreds that might be needed by a digital signage network that wants different messaging for, let's say, each store in a chain. But the capabilities are there to make this relevant for digital signage. Have a listen. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT David: Hey, Brian. Thank you for joining me. For people who don't know you or maybe recall you from your past, can you give me your background and what you were doing with Codigo?  Brian Nutt: Sure and great to talk to you again, Dave. Codigo was a digital signage company that I founded back in around 2004, so set up kinda early on in the trajectory of digital signage. That morphed into us introducing a number of different retail media products, interactive kiosks, overhead music, on-hold messaging, all that type of, and we had a focus on financial institutions, really, like regional, local banks and credit unions. Although towards the end there, when I sold Codigo in 2018, we had installations around the world and all sorts of different industries from restaurants, universities, office complexes, and all the places that you would see a digital sign installed today, or retail media, as I said.  Did that and sold that in 2018, took a few years off and launched this new project which is pretty exciting.  David: So what is Adificial?  Brian Nutt: Yeah, so Adificial really began I guess in terms of me thinking about this back before I sold Codigo, so Codigo and I think like a lot of digital signage products, at least today, maybe not back then, but we had the pretty robust online content engine for creating content that could be either sent down to a kiosk or digital signage or any of the devices, whether it was on-hold messaging or any of those things, you could create the content on the web, and so I had this idea that might be an exciting product as a standalone product. We never launched it, and it's probably a good idea because folks like Canva came along, and Promo and these other products came along, and they did a pretty good job so I'm glad I didn't do it, but after little time off, I was still thinking about the product and just how video is forcing businesses to do things differently, and this requirement today to personalize content for folks that are your customers or are interested in the product. So the idea of an Adificial is to solve the problem that's traditionally been around video, which is, it's expensive, it's time-consuming and yet the requirement of it by consumers continues to race forward daily, and then the age today where data, people are willing to share their data with brands freely and why is video passive still? Why is it that it's audience-based where I press play and I watch it and Dave gets the same video as I do, even though we have totally different lives and we live in different spots and have different ages and all those things.  It's this idea that you can make videos personalized with data. What I know about you, I should be able to map brand assets, audio, video, and language even, and insert interactive elements, calendar invites, pdf, downloads, buttons, and anything like that into the video. So it's fully interactive and engaging in ways that just really haven't been largely available and at reasonable rates. David: So this is a content automation platform?  Brian Nutt: Yes. I would wrap it up by saying we're not in the marketing automation space. We're not trying to compete with Mailchimp or anything like that, what we're trying to do is automate the production of the video with data and available assets and return that piece of content back to the market automation platform that would then send it out, primarily via email, although I can see this transition to social and SMS in any other way that you communicate to consumers.  David: So if I'm running a digital signage network, and I have a hundred different stores and I want a video for each of those stores, but I want it localized to each of those stores, instead of getting an agency or in-house designer to generate a hundred different videos, you would run it through this and it would use data to generate those hundred videos? Brian Nutt: That's a decent comparison, but this product's really not built for digital signage. So imagine a little bit bigger than that. You know the value of data on your consumer today is tremendously high. So if you have a CRM that has 10,000 people that are either current customers or leads or somewhere along the customer journey. What we do is we could produce videos for all of them and you insert video into your marketing stack, into the customer journey and send it out via email.  David: Oh, okay. Are the files not big enough to run on a large format screen?  Brian Nutt: They could, and in fact, when I initially started this, the idea was to send content to any device, but we've narrowed that down and focused on market automation platforms. But there's no reason it couldn't morph into a digital signage play. It's just not today.  David: Right, because there's more scale in those and it's just a bigger business.  Brian Nutt: Yes.  David: So it's one of those things like Poppulo, App Space, and some of these other companies that are starting to blend platforms, where it's one stock that can send to a digital screen, that can also send to a smartphone, to a tablet, to a website, whatever. It would kind of plug into that kind of thing.  Brian Nutt: Yes, and here's the other reason that I've gotten into this, and I'm a huge believer in power digital signage, obviously. But at Codigo, our growth was really built around this incredible drive to build more stores, more locations, more branches in the banking space, and so we leveraged that and grew off that and really benefited from it. But today what's happening is, in fact, I was looking just recently, they're suggesting that in the next five years, 50,000 retail stores will close. Since 2009, when we were going into the great recession, banks and credit unions numbered about 15,000 total, that's not branches. Today, there are about 7,000. So it's this consolidation and push not including the number of locations that close during the pandemic, what 20,000 retail stores, something like that.  So what's happening, in my opinion, is the store or branch does a couple of things. One, it's meant to educate a person in person on the product, build trust, and sell products. But if stores are closing, people aren't going to the store, how do you communicate to them personally and to me, the conversation today is done in data. If I'm willing to give a brand my data, trust them with that, even if it's unreasonable. I'm not going to the store. I never wanna meet a person that's going to tell me about a shoe or a bank loan or whatever, but that doesn't mean I don't expect you to communicate back to me with things that are specific to me, to help me learn about products, build trust, and ultimately sell me something. So that's taking it from the digital science in-store installation, that's the next progression of what we're trying to solve.  David: It's another output.  Brian Nutt: Yeah, exactly.  David: So how does this work? Brian Nutt: I guess, where do you want me to start? It did take quite a while to figure it out honestly. You start with this gigantic idea and then try to distill it down into something actionable. So that's where we are now.  But at the finest level, it's really not that dissimilar from digital signage. It's just one level deeper in how you're delivering the content, so you know the right time, right place, right person, all those things. And a large well of content that's either procured the third party ShutterStock, et cetera, or first party to the brand and then using technology to map these pieces of content to data, and data could be something like just knowing your name and having it be, “Hello Dave”, and so if the first name equals Dave, then show the text Dave on the first screen and if language equals Spanish, say, “Hola Dave”, and that's really what it is.  It's mapping data smartly to assets, no matter whether it's something as simple as text or a background image or a video, things like that, and then you stitch those together based on where you are in the process towards, or whatever it's you're involved in. It could be something like onboarding an employee. It could be obviously selling someone, onboarding them on a product, or following up with a customer service issue, and you do it at scale. Because you can automate it.  David: So if you have the data tables, you have the image assets, and you have maybe some core templates, you could conceivably generate 10,000 videos that are all tailored to each individual? Brian Nutt: That's exactly right.  David: Are you dependent on templates? Brian Nutt: Again, it's very similar to digital science in many ways. So what we're doing, just like we did at Codigo, is leveraging a high degree of design skill and allowing folks to manipulate that as they choose. Now we've done a couple of things a little smarter this way, which is we're building in functions where we call it a branded function, which I guess is kinda out there in the market in software where you just click a button and it'll map your brand assets the best it can to template that we're building, but the same thing with Codigo is that we have a pretty high-end content editor that allows you to build whatever you want.  David: Do you need to have graphic design skills? Brian Nutt: Not a high degree of them. As I said, it's very similar to what we did at Codigo from a user experience perspective. David: So you wanna have somebody using this who has some core design chops and knows not to use Comic Sans for a font, or use pink and everything?  Brian Nutt: Exactly. I can barely sign my name much less, create a piece of content that's gonna be sent out to thousands of consumers and I'll never do that. But the thing about this is not the design skills. It's meant to be, the whole set it and forget it attitude, which is once we have content mapped and I have the data that's associated with different pieces of content, and I have the story, we call it a story setup, and maybe I'll give you an example: If they use a CRM and I have David Haynes who showed interest in Red Wine and you wanna join the wine club, the Friday Wine Club at the local wine establishment. So you show interest in that, and in their CRM you meet a condition that says, “Hey, Dave just joined the wine club” and what traditionally happens is when you meet that condition, you're sending an email and the email says, “Hey Dave, thanks so much for your interest in the wine club”, and it's got a picture or something of it, there, and maybe it shows people what the wine club. Well frankly, that's boring. So what we wanna do is take that same approach and it's all that is: a form, it's all merge fields. “Hello, first name” - it just that it happens to be Dave. “Thank you for your interest in Product ID” - wine club, or whatever that it might be. Brian might be a white wine drinker, but it all comes from the same engine, so it's effectively a similar approach. We're taking data from those systems, current systems, we're not trying to be a CRM and mapping that to assets that we have, whether they're the first party to this, in this case, the wine club or something that we've provided you from a third party library, and then turning that into video, right? Stitching each of these assets together with dynamic fields that represent, “Hey, Dave, thanks for your interest in the wine club. All the red wine drinkers are meeting down the road on Friday afternoon. Come by. Would you like to attend?” You could click yes.  David: Gotcha. So this is rules-based, it's not AI?  Brian Nutt: Today, no.  David: So there's a plan? Brian Nutt: There's a grand plan.  David: So what are the outputs like? What's the output file?  Brian Nutt: The output file as well as a URL, and so what we're generating is a PURL, a personalized URL.  David: So it's not an mp4, it's not a video file of any kind, it's an HTML5 file? Brian Nutt: Yes.  David: Do you work in parallel with a CRM system or how do the two platforms play together?  Brian Nutt: Yeah, now we're going to beta in February. Today, there are a number of different ways to do it. You can either upload it yourself or you can, there are a number of systems that can automate the transfer of data, like Zapier, et cetera. And you map these just like anything else. If you have a list of people that meet conditions, like the Red Wine Club, you take that data and get it to our system. As long as we understand what the fields are, then we can choose the correct content to weave together and return it back to you as a PURL, which can then be sent out as an email. David: How seamless will it be?  Brian Nutt: It should be very seamless. Take any system, let's take Mailchimp for example. There are custom fields and automation that allow you to insert links into an email template or a landing page. So we're routing on top of those existing systems and the features that they have and so once you have that, you can have a custom record for each person, like Dave O'Brien or whomever that updates itself, and when those conditions are met, it knows to send the email.  David: So would you use APIs or would you use middleware like you were mentioning like Zapier?  Brian Nutt: That's the first way to do it. Oddly in the financial space, it's more of a security requirement. Rather than doing that, oftentimes I'll just use SMTP, which seems old school, but there are reasons to do so, like man-in-the-middle attacks, and things like that. But there are ways to do this. Now, do we wanna integrate with as many systems as we possibly can? We'll let the market dictate that.  David: Because it's HTML5, is it responsive?  Brian Nutt: Responsive to the size of the device? Is that what you mean, like web responsive?  David: The screen resolution, and if it's going out on Facebook, it's a 4:3 square and if it's going out on a larger screen, it's a 16:9 rectangle?  Brian Nutt: Yeah, again, it's very similar to the product we had with Codigo, which is, you can do custom resolutions, you can do whatever you want, but then again, it's gotta be responsive to the area of the device, or in this case, the browser, whether that's mobile or your laptop or tablet or whatever.  David: So when you look at this from financial aspects, what's the benefits argument of doing this versus producing individual videos? It's pretty obvious, but tell me nonetheless.  Brian Nutt: As I said, producing videos is incredibly expensive, and I've termed it the content gap, which is what I call, it's the distance between what consumers require in video - and they want everything in the video - and what businesses can reasonably produce. So it's not just the cost, a lot of times people outsource this stuff, and then it's got a shelf life.  But with what we're doing we think we can reasonably produce hundreds of thousands of videos, for pennies on the dollar, and I say video because that's what people understand, but it's actually HTML that you render, that's the other component that is good. It's favorable. Now, will that be something that every brand wants? Do they want rendered videos? Sure, there might be folks that require rendered video, and maybe we'll do that at one point we actually did, at Codigo, we ended up using a very similar approach. Then we built a rendering engine that rendered as HTML5 to true video. But today it's HTML5 and it's just from hosting to production to the delivery of it, it drives the cost down to prices that were impossible. David: So when you go to market in a couple of months, two or three months, what am I paying? Am I subscribing to something? Am I buying an enterprise license? Brian Nutt: It's a SaaS model, and it's usage-based too. So it's a tiered-based model similar to the digital signage space, there definitely be some content creation elements to it where we assist clients if they need the content made, and you probably remember at Codigo we did that as well. It's the same approach here, and it really depends. It's hard to give you a specific pricing point. But I think most customers will probably land somewhere between $500 and $1500 a month. That's where I think it would be. It could be far higher, depending on usage.  I was at a trade show recently and there's a customer of mine, who said that they sent out emails last month. Well, If you make 140,000 videos, it might be a little higher, but that's what we're trying to do, we're trying to do the same thing as the last business, which may get a very attractive price that they can leverage.  David: So that's the scale argument why it makes more sense for a cable company or a phone company or power company, something like that, that has tens of thousands of subscribers and customers versus something like a digital signage network, which as I said, might have a hundred iterations of a similar ad, and you don't get the same economies of scale from. Brian Nutt: That's right, and in a lot of ways I feel like this is very similar to when I started Codigo. I remember telling people, I'm going to replace printed posters on the wall with flat screens, and they're like, what? And I'd say it's called digital signage. They'll say, oh, you mean like those LED, those red blinky lights that go across like that? I'm like no. That's not what I mean, and I would go around with a 42-inch screen, and those things were heavy, and so it's almost the same thing where I have to show this to everyone so they can understand this, and go oh I can use this. There are all these different permutations of a relationship with a client or an onboarding of one or whatever it is and then they kinda get it so that's where we are. David: Yeah, that's very familiar to me. Years ago, back in the mid-2010s, I had a little spin-out product that I did with a Korean partner called Spotamate, and it was automating videos based on templates and by far my biggest challenge was education. Because people just couldn't wrap their heads around it. So how are you gonna deal with that?  Brian Nutt: I think that today, the state of the consumer today around video is totally different, and the other thing is that I think Spotimate was sort of Adobe-reliant, right? David: Yeah, it was an Adobe plugin.  Brian Nutt: Yeah, so we're skipping all that. So from a user perspective, it makes it a little easier to get started, since it's a lot fewer steps to take, but from an education standpoint, I think people are starting to expect this. It's like if you log in to Netflix and you see all these interesting shows that you know, that makes you think, oh, wow, boy, that's something I would watch, you understand that there's a data-driven decision behind that, and whether it's content while you're scrolling through on Instagram or across the web, all these technologies exist and I feel like most folks understand that when they see something like this, they get it, where before it might have and it still can be creepy. I'm not saying it can't be, but depending on the use, before it was perceived entirely like that.  With the pandemic and, if you go back before the pandemic, or let's go five years back, a lot of people didn't wanna take videos. They didn't wanna do a zoom call or whatever. They wanted to do it on the phone or they shut off their camera. But today, if I have a Zoom call with you and you don't turn your camera on, I think something's wrong. What's going on? So it's this drive to video and the requirement of a personalized experience that when people get this, I think they'll be like, oh yeah they'll understand.  David: So I realized, as you've said that your core market is email marketing, maybe social media, some of those things. If you have digital signage, software platforms, or solution providers who are interested because maybe they do this whole omnichannel thing and they see this as an opportunity, how would they work with you? Would it run in parallel?  Brian Nutt: That's a sort of broad question to ask. I'm not sure I don't have that nailed down yet. But I'd take all inquiries, so to speak. Because again the idea is to insert this into the marketing stack. So whether it's digital signage or traditional email marketing, or any omnichannel approach, as you said, contacting a customer, why aren't you using video? And so it does seem as I said from my perspective, the growth of digital signage, which isn't anywhere, relies on footprint and as it declines or appears to decline at least from different ways. This is one of those ways to pick that up.  David: Yeah, and I think you're gonna start seeing a lot more screens, but in places other than what people thought about, which was, in stores and so on, but there are all kinds of operational messaging that could stand to be personalized based on location, not personalized to individuals, but to the dynamics of that, area of a building or whatever. Brian Nutt: Sure, and the same thing holds true. The level of personalization is all really based on the quality of the data that you have and if you try to make it too deep and too complicated, folks I think will shy away because, yeah, it might not be possible, remember, it's the same thing with digital signage. You can make things super, super complex, and try to do all these really neat things, but the reality is a lot of people don't have that capability. So you can only deal with what is reasonably available to you from a data perspective, but there's no reason you have to be specific to a person. Obviously, digital signage doesn't do that but automates it specific to an area, of the work floor, or whatever that's doable. David: You've been out of digital signage for roughly four years now. I'm curious now having kinda left the industry, what's your perspective on it now?  Brian Nutt: I think there has been a tremendous amount of consolidation, including me, right? So a lot of the players that existed before have been rolled up in some ways. So it's like the wild west that existed when I really was looking back in the wild west, but it's gotten a little more sterile, at least that's my opinion. I think that the interesting pieces of it are in the hive stack arena with retargeting and programmatic ad buying, which I was never a really big proponent of the ad model. I think we talked about it before, but there are interesting ways to serve content and that's really more, kinda what, where you're going with what your comments were before, how do you serve that content to folks in a unique and timely way, and I think there will be, and there already has been this approach to multi-device from a screen, just one big screen, but honestly, since I got out, I haven't paid a tremendous amount of attention to it.  David: What you're doing is very current in terms of the shift more and more to using data integration and automated content so that it's always relevant, so you're doing what the industry's doing. Brian Nutt:  All right, there you go. David: So if people wanna find out more, where are they gonna find you online?  Brian Nutt: Yeah, it's www.adificial.io - we're signing up beta users, although it'll be a closed group and already have a pretty good number that we've signed up from some past relationships. But anybody who's interested, just go on there and there's a beta sign-up little form there, and you can learn about it. David: And you're bootstrapped?  Brian Nutt: Yeah, bootstrapped in entirety. I've got one co-founder who was actually with me at Codigo as well, and we've got a team of six developers working on this thing full-time and are pretty excited about it. David: All right. It was great to catch up with you.  Brian Nutt: Yeah, you too, Dave. 

David Do, Commissioner of the New York City Taxi & Limousine Commission (TLC), joins host Patrick Dolan to discuss the NYC Medallion Taxi Loan Restructuring Program. We discuss the reasons behind its creation as well as the eligibility criteria, terms and successes of the debt relief program to date.Listen and subscribe to the Securitization Insight podcast on Apple Podcasts, Spotify, or your preferred podcast app.

Épisode 813 : Même pendant vos vacances, on vous sert votre veille Social Media sur un podcast ! Ce matin on parle de Birkenstock, d'algorithme antéchronologique, de live shopping TikTok, d'Elon Musk et Twitter, de posts collab sur Twitter aussi, du groupe Méta vs l'Union Européenne et du hack de Disney.Une campagne pour BirkenstockOk c'est pratique et super confortable mais… la Birkenstock embarque avec elle une réputation sulfureuse. La reput' d'être une sandale terriblement moche dont l'esthétique Suisse Allemande suggère davantage le camping et le bbq saucisse que les cocktails et les tapis rouge. C'est un fait.Bin conscient du contexte, Birkenstock lance une campagne qui s'appelle « ugly for a reason ».Moche pour une bonne raison.SourceLa campagne s'articule autour d'un documentaire en 3 parties. Le docu met en lumière l'importance de la santé des pieds.Dans le premier volet du documentaire intitulé “How feet made us human”, Birkenstock revient sur le rôle qu'ont joué les pieds dans l'évolution humaine.Le pied est un outil. C'est pas fait pour être beau c'est fait pour être pratique et ce sont les pieds qui ont joué un rôle majeur dans l'évolution de l'être humain.Birkenstock c'est pareil. C'est moche mais ça marche !Source—Enfin moche, tout dépend.Depuis quelques années Birkenstock n'aura finalement jamais été aussi hype.Si vous jetez un coup d'oeil à leur compte Instagram vous pourriez clairement ganger d'avis sur la marque.J'en veux aussi pour preuve cette autre campagne lancé en parrallèle. #bold.Une nouvelle campagne en collaboration avec des artisans réputés. Sur le compte Instagram de la marque, on trouve des photos reportages et des reels très très cool chez des artisans. Un shaper de planches de surf qui s'appelle James Otter par exemple : SourceLa fin des algorithmes sur les plates-formes ?Quelle blague.Effectivement il se passe quelque chose en ce moment sur les plates-formes puisque sur la plupart des grandes plates-formes social média vous pouvez obtenir un feed antéchronologique.Alors déjà comment ça se passe ?Sur Facebook vous allez l'avoir en haut à gauche sur un onglet avec écrit récent.Si vous cliquez dessus vous allez avoir alors un feed totalement antéchronologique.Sur Instagram même constat.Si la plate-forme a changé son feed pour coller à celui de TikTok il n'en est pas moins possible de sélectionner en cliquant sur le mot Instagram en haut à gauche l'onglet abonnement.Et alors pareil votre feed se mettra en chronologique.On retrouve la même chose sur Twitter.En haut à droite vous avez des petites étoiles scintillantes, cliquez dessus puis sélectionnez "voir plutôt les tous derniers tweets".Pareil vous retrouverez alors votre feed en version chronologique.Moi j'ai l'impression que c'est un leurre.J'ai l'impression qu'à chaque fois que l'algorithme d'une plate-forme change profondément, comme c'est le cas en ce moment par exemple sur Instagram, la plate-forme vous propose à nouveau un feed chronologique à côté pour vous rassurer.Mais déjà un feed chronologique ça peut vite être chiant.Vous allez-vous rendre compte que l'algorithme vous propose quand même majoritairement du contenu que potentiellement vous appréciez.Et puis au final c'est juste pour vous laisser le temps de vous adapter à ce nouveau fonctionnement.D'ailleurs j'ai le sentiment que le nouveau feed Instagram pousse aussi les utilisateurs à plus consommer de Story qu'auparavant.TikTok fait machine arrière sur le live shopping en EuropeIl doit y avoir un truc avec le live shopping en Europe. Une sorte de malédiction.Alors que le social shopping est lancé depuis déjà plusieurs mois aux US côté Instagram et Facebook il reste un projet en Europe.Même constat côté TikTok avec la plateforme qui décide de revoir ses ambitions à la baisse en Europe.TikTok teste le live shopping au Royaume-Uni depuis la fin de l'année 2021. Mais “TikTok Shop” n'aurait pas attiré suffisamment de monde pour s'étendre au reste de l'Europe.TikTok Shop c'est une fonctionnalité de Live Shopping qui permet de rattacher des fonctions de shopping et paiement directement dans l'application.TikTok avait déjà prévu de déployer le live shopping en Allemagne, en France, en Italie et en Espagne. Mais finalement ce sera peut-être pour plus tard.Rappelons qu'en Asie le Live Shopping a déjà plusieurs années d'avance. Selon un rapport du Financial Times, le live shopping aurait permis à Douyin – nom de TikTok en Chine – de tripler ses ventes chaque année pour atteindre en 2022 les 10 milliards de produits. Elon Musk ne rachètera pas Twitter.Ça y est c'est fait, Elon Musk renonce au rachat de Twitter.Pourtant malgré ça, Twitter reste déterminé à vouloir conclure l'accord.Ce ne sont que des postures pour éviter de savoir qui va payer qui.Elon Musk qui a annoncé qu'il avait résilié l'accord de fusion et abandonner les transactions envisagées.Depuis plusieurs semaines il met la pression sur le réseau social pour avoir des informations complémentaires pour valider le rachat.Ses avocats assurent que le réseau social n'a pas respecté ses engagements en donnant pas toutes les informations demandées, notamment sur les faux comptes et les spams.Pourtant de son côté Twitter a répété depuis plusieurs semaines que le nombre de faux comptes sur sa plate-forme est inférieur à 5 %.Elon Musk pense que Twitter ment.Pourtant Twitter avez laissé l'homme et son équipe accéder à toutes les données brutes pour vérifier le nom de utilisateur actif quotidien.Il devait acheter la plate-forme pour 44 milliards de dollars.Alors quelles sont les vraies raisons de ce retournement de situation.Pour pouvoir sortir ces 44 milliards de dollars et racheter la plate-forme Twitter, il avait mis en place un montage financier complexe qui repose notamment sur des prêts gagés sur les actions de Tesla.Problème, la valeur des titres Tesla a énormément baissé suite à son annonce de rachat Twitter.Cette histoire devrait se finir devant les tribunaux puisque les deux parties s'était engagé à devoir verser 1 milliard de dollars s'il revenait en arrière et ne pas signer ce deal.Twitter lance un premier test de tweets collaboratifsDepuis quelques mois, la co-création devient un gros sujet Social Media.Après Instagram et ses posts collaboration, c'est au tour de Twitter de s'y intéresser.Twitter test actuellement un principe de co-tweeting. Il permet aux utilisateurs d'inviter un autre compte à contribuer à un seul tweet.sourceEn gros, 2 personnes partagent le même tweets. Ce tweets est posté sur les 2 compte simultanément.Idéal pour les collaborations d'influenceurs et les tweets en co-branding puisque la portée du contenu est décuplée sur les audiences des deux utilisateurs de l'application.Le co-tweet sera disponible en test sur certains comptes aux États-Unis, au Canada et en Corée.Facebook et Instagram bloqués en Europe dès cet été ?Vous avez peut-être vu passer cette folle rumeur qui annonce que les plates-formes Facebook Instagram seront inaccessibles dès cet été en Europe.On vous rassure ce n'est que des titres pute à clique.Ce qui se passe c'est que au même titre que TikTok qui doit stocker ces informations des citoyens américains aux États-Unis, la Data Protection Commission qui s'occupe de protéger les utilisateurs européens pourrait sévir avec les plates-formes du groupe Méta.Cette commission demande quelque chose de simple, que Facebook et Instagram conservent les données personnelles des citoyens de l'Union Européenne, sur des serveurs en Europe.Aujourd'hui, ces données personnelles sont transférées vers les États-Unis.Pour l'Union Européenne la décision est prise, Méta doit se conformer.La plate-forme américaine a déjà payé des amendes pour ce sujet. Mais comme cela ne suffit pas l'Union Européenne augmente la pression en menaçant de bloquer ses réseaux sociaux de cette année.De son côté Zuckerberg avait annoncé en février 2022 ne pas pouvoir rester en Europe si des règles encadrant les transferts de données volaient en éclats.C'est beaucoup de politique surtout.Sachant aussi que les bureaux de Facebook se trouvent en Irlande.Les deux parties devraient quand même trouver un accord et Méta devra se conformer un jour ou l'autre car il ne perdra jamais un marché aussi grand et notamment capacité d'achat que le marché européen.Disney se fait hacker ses comptes Instagram et FacebookCa arrive même aux meilleurs. Les comptes Facebook et Instagram de Disneyland ont été pris d'assaut par un « super hacker", connu sous le nom de David Do. Le compte Instagram officiel du parc basé à Anaheim compte environ 8,4 millions de followers. Le compte sur Facebook compte plus de 17,2 Millions d'abonnés.Après avoir réussi à cracker les accès aux comptes, le hacker a balancé des posts racistes et injurieux. Pourquoi ? Aucune idée ? Mais gros bordel quand même.Il semblerait que la tactique était un bon vieux phishing à l'ancienne.Comme quoi les vieilles recettes marchent toujours.. . .Le Super Daily est le podcast quotidien sur les réseaux sociaux. Il est fabriqué avec une pluie d'amour par les équipes de Supernatifs.Nous sommes une agence social media basée à Lyon : https://supernatifs.com/. Ensemble, nous aidons les entreprises à créer des relations durables et rentables avec leurs audiences. Ensemble, nous inventons, produisons et diffusons des contenus qui engagent vos collaborateurs, vos prospects et vos consommateurs.

A very good morning to you! It is the 1st of July, Friday morning, 2022 and this is your friend, Angus Buchan, with a thought for today. “…God will be with you…”Genesis 48:21These are the words of Jacob to his son, Joseph, when he was dying. And then we go to Romans 8:31 which says:“If God is for us, who can be against us?”A wonderful reassurance for you and me living in these troubled times. Maybe today you have lost a loved one and you are battling, saying to yourself, “How am I going to cope with life?” Maybe your business has gone bankrupt or your loved ones have immigrated and you feel all alone. “... and they shall call His name Immanuel,” which is translated, “God with us.”Matthew 1:23Immanuel, what a beautiful name which translated means, “God with us.” I want to tell you today that Jesus has given, to you and to me, His Holy Spirit, the Helper. Remember, when Jesus went back to Heaven He said: “I am going to send you a Helper.” - John 16:7. We are no longer orphans, the Holy Spirit is with you as I am speaking to you right now. We need to encourage ourselves with this great news. David had an intimate relationship with God, in Psalm 43:5, he says to himself, “So why are you cast down my soul?” And he says later on: “Hope in God.” If God is with us then we are guaranteed to win. Now I looked up the meaning of guaranteed - It means a formal assurance that certain conditions shall be fulfilled... It is a guarantee. God has promised us that He will never leave us and never forsake us. Now, if we go to 1 Samuel 17, from verse 43, you will see where a small boy, thirteen years old, with five stones and a sling took on the champion of the Philistines... Goliath said to David: “Do you think I am a dog that you come against me with sticks?” What was David's response? “I come against you in the name of the Lord of Hosts.” Today, when you go out remember you are not going alone. You are going with the Lord of Hosts, the King of Kings, His name is Jesus, He will not forsake you. You will not only prevail, you will win!Keep your eyes on the Lord. The battle is not over yet and we are definitely guaranteed to win. Have a wonderful day and God bless you!Goodbye.

Roe v. Wade: Supreme Court draft opinion that would overturn abortion rights leaked Tom - I think there are options for spending for good organizations that align with your morals but it is a lot of work. Debra - What should I do about a mother who wants to have God Parents for her child who aren't practicing Catholics? Matt - Do you know of any studies that correlate abortion with the decline in the work force? ALSO I read an article that discussed the lower birthrate with the decline in work force. Lisa - Is it true that all firstborns have more blessings than other siblings? David - Do you know of anyone who has come to the catholic faith who was a Jehovah Witness who wrote a book?

Preserved From the Beast (17) (Audio) David Eells - 10/24/21 Deb Horton just received by faith at random for the morning prayer meeting. Pro.25:4 (4-5) Take away the dross from the silver, And there cometh forth a vessel for the refiner: (5) Take away the wicked [from] before the king, And his throne shall be established in righteousness. (Deb said, "I have a note here from one of your teachings that says "Judas restraineth.”) (The text here in 2th 2:1-8 speaks of the falling away revealing the sons of perdition who restrain the coming of the Lord for His body "Until he be come out of the midst” in the numeric pattern. God is sanctifying a body of its Judas' to be prepared to receive Him. This is happening before the Tribulation for the Man-child and Bride and during the Tribulation for the Church. It is a confirmation for the revelation below. We pray that the faction will pay attention to God's intentions towards them unless they repent.)    Factious Dogs in the DS and Church Rounded Up and Euthanized Eve Brast - 10/12/21 (David's notes in red) I dreamed that I was in a huge warehouse that had many different sections and at least 3 levels. (As we will see, the Father not only stores up provision for His people in His warehouse but judgement is also stored up for the wicked. Rom.2:5 but after thy hardness and impenitent heart treasurest (or storeth) up for thyself wrath in the day of wrath and revelation of the righteous judgment of God. The ground level of this warehouse represents this earth and the earthly happenings. The second level represents the spirit realm where the directives are handed down from the Father and also from the intercessions of His saints to the angels who are the law enforcers and who carry out the directives of the Bride and the Man-child. Psalm 103:20-21 Bless Jehovah, ye his angels, That are mighty in strength, that fulfil his word, Hearkening unto the voice of his word. 21 Bless Jehovah, all ye his hosts, Ye ministers of his, that do his pleasure.) I was standing on the cement ground floor with a 7 ft. tall, very muscular policeman at my right side who was dressed in a navy blue policeman's uniform. He had a silver badge on the right side of his uniform pocket. Even though he was dressed as a 'beat cop', I knew in the dream that he was a police detective. (This police detective represents the angels that carry out and enforce God's directives according to His Word and His will.) On the ground floor of the warehouse was a veterinary medical bay in the back left corner with exam tables and I.V.'s set up along with I.V. catheters and syringes for lethal injections for euthanasia. In front of that was a large chain link fence containment or holding area. (This lethal injection could also be representative of the vaccines that are putting many of the DS minions to death through the side effects. We've heard that many arrests of DS individuals are taking place currently and that they are being questioned and held awaiting military tribunals and sentencing to be put to death. (Our parallel runs true because many of the factious in the church leadership are also being arrested for spiritual child trafficking and crimes against God's children.) The actively factious in the church will also be put to death through lethal injection, (and for many it will be the jab), because they are killing God's children.) I asked the police officer where we were; what I was seeing and what was going on? He began explaining everything to me. It was dark on the ground floor of the warehouse except in the veterinary bay which had some very limited lighting capabilities. (Could this take place on a grand scale during the 10 days of darkness when all the power is cut off and the EBS is enabled to expose all the DS evil crimes against humanity? On the political side they are rounding up these people and executing many. (But also God is using their own spike proteins to take down these people as He said.) As the police officer began explaining I had a vision of the second floor of the warehouse which was very well lit. There were many offices and cubicles with law enforcement support personnel talking on phones and typing on computers and doing all kinds of office work. It was busy and bustling. I asked the officer what all the bustle was about and he said, “A directive has been handed down from the top to round up all the dogs.” (These dogs represent the faction in the Babylonish DS and the religious faction that have conspired to crucify the righteous just as it was with Jesus.)   (Prophesying of David, Jesus, and the man-child's persecutions we are told in:) Psa. 22:12-22 Many bulls have compassed me; Strong bulls of Bashan have beset me round. 13 They gape upon me with their mouth, As a ravening and a roaring lion. ... 16 For dogs have compassed me: A company of evil-doers have inclosed me; They pierced my hands and my feet. 17 I may count all my bones; They look and stare upon me. ... 20 Deliver my soul from the sword, My darling from the power of the dog.) Then I saw the woman in charge of carrying out this directive. (The woman represents the Bride, who in Esther as a type, is given authority by the King, representing Father God, to put Haman and his sons to death as well as all of the other enemies who have lifted up their hands against her to kill her and her people.)  She had a lot of authority from the top and was in charge of the second floor and all the law enforcement personnel. She was a thin woman with very straight hair that was shoulder length and she was standing in the middle of it all dressed in a women's business suit with her arms folded. (This woman is thin because she has gotten rid of all her excess flesh. Her hair is straight representing submission to Jesus, the Word, which is the straight and narrow way.)  Occasionally, I saw her bring out her right arm and point off into the distance with her pointer finger and I would see many law enforcement personnel going around the city and rounding up large groups of all different sizes and breeds of dogs. They would put them in temporary holding areas until they could be transported to the warehouse. I was not able to see the third level of the warehouse. (The Bride is dressed in a business suit because she is about her Father's business just as Jesus was and commanding the angels as she sees and discerns the Father's will. Heb. 1:13-14 But of which of the angels hath he said at any time, Sit thou on my right hand, Till I make thine enemies the footstool of thy feet? 14 Are they not all ministering spirits, sent forth to do service for the sake of them that shall inherit salvation?) (But the head of the Bride is the also the Man-child who is shown in all the scripture to take down the factious Edomites. A Christian brother had a dream where the Lord quoted the following text to speak of the David Man-childs in whom Jesus lives.  Isa 11:1-5  And there shall come forth a shoot out of the stock of Jesse, and a branch out of his roots shall bear fruit.  2  And the Spirit of Jehovah shall rest upon him, the spirit of wisdom and understanding, the spirit of counsel and might, the spirit of knowledge and of the fear of Jehovah.  3  And his delight shall be in the fear of Jehovah; and he shall not judge after the sight of his eyes, neither decide after the hearing of his ears;  4  but with righteousness shall he judge the poor, and decide with equity for the meek of the earth; and he shall smite the earth with the rod of his mouth; and with the breath of his lips shall he slay the wicked.  5  And righteousness shall be the girdle of his waist, and faithfulness the girdle of his loins.) Suddenly, I felt a dark presence behind me and I turned around to see a large black dog the size of a Great Dane. (This great dog is a factious person we know and also is the same factious man in the warehouse dream below.) Its ears were clipped like a Doberman Pincher. I asked the police officer what it was doing? He said, “Some of them are turning themselves in because there is nowhere left to go and no other choice.” (They are coming under the authority of these angels because of their great sins. They have "no other choice".)  It came into the warehouse through a large open bay door and was turning itself in to the authorities because the round up campaign was so wide and far reaching that there was nowhere else for it to go. None of the dogs realized that a death sentence was decreed for them and some were turning themselves in in hopes of leniency. (Hopefully, some may repent and be saved right before they die.) When I turned back around I saw many kinds of dogs in the fenced holding area in front of the veterinary bay and then my vision became telescopic and I zoomed in on a Chinese Shih Tzu dog that was being held down on one of the exam tables and they were injecting it with a lethal injection. It was panicked and flailing; yelping in fear. Then I woke up. (According to Wikipedia: "Shih Tzu's are highly independent dogs. Due to their independent nature, they are not considered the most obedient breed. (Due to their self will and rebellion they will lose their lives.) The Chinese have described their head shapes as "owl head" and "lion head", and their mouth as "frog mouth”. The name comes from the Chinese language word for "lion" because this kind of dog was bred to resemble the lion.” (Satan is described as a roaring lion and lions are described as predators in the Bible and Howard Pitman saw a vision of demonic frog spirits coming out of people who were in lust and fornication, just like these people.) I asked Father for a word for this dream by faith at random and my finger landed on the phrase, “the king's business” in Est. 9:3. (I laughed when I saw where my finger landed because of the woman dressed in the "business suit" in this dream. God has such a sense of humor!) Est. 9:3 (In context 1-5) Now in the twelfth month, which is the month Adar, on the thirteenth day of the same, when the king's commandment and his decree drew near to be put in execution, on the day that the enemies of the Jews hoped to have rule over them, (whereas it was turned to the contrary, that the Jews had rule over them that hated them,) 2 the Jews gathered themselves together in their cities throughout all the provinces of the king Ahasuerus, to lay hand on such as sought their hurt: and no man could withstand them; for the fear of them was fallen upon all the peoples. 3 And all the princes of the provinces, and the satraps, and the governors, and they that did the king's business, helped the Jews; because the fear of Mordecai (Meaning little man or Man-child) was fallen upon them. 4 For Mordecai was great in the king's house, and his fame went forth throughout all the provinces; for the man Mordecai waxed greater and greater. 5 And the Jews smote all their enemies with the stroke of the sword, and with slaughter and destruction, and did what they would unto them that hated them. This dream reminds me of a past dream that I had about the Apostates being rounded up and put to death in another warehouse.   Apostates Killed by the Plague Eve Brast - 12/14/17 (Davids notes in red) I dreamed that I was again in the operating room and an apostate factious man (Who was also in the dream above symbolized by the Great Dane.) was in front of me holding the unsterile D&C curette with which, in the previous dream, he was attempting to kill or abort Christ in me typed as a baby in my womb. (Spiritually this is what the factious do to their victims with slander and witchcraft demons.)  But this time the surroundings of the operating room morphed into a large gray metal warehouse. The man's face changed to bewilderment as he realized that he was surrounded by people packed, shoulder to shoulder, inside this warehouse with him. (A warehouse is a place where things are stored for later use. God declares that the factious, who are judgmental and do what they falsely accuse other of, store up as in a warehouse for themselves wrath from Him. Romans 2:1-8 Wherefore thou art without excuse, O man, whosoever thou art that judgest: for wherein thou judges another, thou condemnest thyself; for thou that judgest dost practise the same things. 2 And we know that the judgment of God is according to truth against them that practise such things. 3 And reckonest thou this, O man, who judgest them that practise such things, and doest the same, that thou shalt escape the judgment of God? 4 Or despisest thou the riches of his goodness and forbearance and longsuffering, not knowing that the goodness of God leadeth thee to repentance? 5 but after thy hardness and impenitent heart treasurest (or storeth) up for thyself wrath in the day of wrath and revelation of the righteous judgment of God; 6 who will render to every man according to his works: 7 to them that by patience in well-doing seek for glory and honor and incorruption, eternal life: 8 but unto them that are factious, and obey not the truth, but obey unrighteousness, shall be wrath and indignation, Suddenly, I was caught up in the Spirit to the ceiling of the warehouse. (As a type of ascending into heavenly places in Christ above all the wickedness, where all needs are supplied by abiding in Christ. Eph.1: 3 Blessed be the God and Father of our Lord Jesus Christ, who hath blessed us with every spiritual blessing in the heavenly places in Christ.)  The factious apostate man began to look all around in a panic because I had vanished before his eyes. (Notice that Eve, possibly a type of the Bride of the Last Adam, Jesus, was hidden just like in Pam's revelation in part 1 where the Lord said, Tell my people to hide themselves even as you are now hiding. It is disease I am sending. Only you who truly believe in My Saving Power will be safe from this pestilence, for it does not originate from this earth. Many people now drawing breath will be dead in a few short months. (We spoke in the last broadcast about the alien technology and creatures in the so called va/cci/nes.) As I looked down in the Spirit, I was aware that all the people in the warehouse were apostates and had been gathered there for judgement. (An apostate is some one who has fallen away from the covenant as it was given. Men have added to and taken from the eternal covenant and taught others to do so. These are under the curse of the plagues in Rev.22:18  I testify unto every man that heareth the words of the prophecy of this book, if any man shall add unto them, God shall add unto him the plagues which are written in this book: 19 and if any man shall take away from the words of the book of this prophecy, God shall take away his part from the tree of life, and out of the holy city, which are written in this book. Those who have eaten the whole Passover Lamb, which represents having our minds renewed with the true original Word and believe in the blood of the covenant that Jesus shed to save and heal us from the curse on sinners, will escape the plagues. Galatians 3:13 Christ redeemed us from the curse of the law, having become a curse for us; for it is written, Cursed is every one that hangeth on a tree [a cross]: Exo.12: 3 Speak ye unto all the congregation of Israel, saying, In the tenth day of this month they shall take to them every man a lamb, according to their fathers houses, a lamb for a household. 6 and ye shall keep it until the fourteenth day of the same month; and the whole assembly of the congregation of Israel shall kill it at even. 7 And they shall take of the blood, and put it on the two side-posts and on the lintel, upon the houses wherein they shall eat it. [i.e. They shall walk under the blood of the sacrifice by faith] 8 And they shall eat the flesh in that night, roast with fire, and unleavened bread; with bitter herbs they shall eat it. 9 Eat not of it raw, nor boiled at all with water, but roast with fire; its head [the mind of Christ] with its legs [the walk of Christ] and with the inwards [the heart of Christ] thereof. 10 And ye shall let nothing of it remain until the morning; but that which remaineth of it until the morning ye shall burn with fire. [meaning it will be wasted for the destroyer is on his way] 11 And thus shall ye eat it: with your loins girded, your shoes on your feet, and your staff in your hand [ready to leave Egypt]; and ye shall eat it in haste: it is Jehovah's passover. 12 For I will go through the land of Egypt in that night, and will smite all the first-born in the land of Egypt [The first born is the fleshly man. Many of the lost and unbelieving Christians shall die too.], both man and beast; and against all the gods of Egypt I will execute judgments: I am Jehovah.  13 And the blood shall be to you for a token upon the houses where ye are: and when I see the blood, I will pass over you, and there shall no plague be upon you to destroy you, when I smite the land of Egypt. ... 23 For Jehovah will pass through to smite the Egyptians; and when he seeth the blood upon the lintel, and on the two side-posts, Jehovah will pass over the door, and will not suffer the destroyer to come in unto your houses to smite you. Many consider themselves to be under the blood falsely. Heb 10:26-27  For if we sin wilfully after that we have received the knowledge of the truth, there remaineth no more a sacrifice for sins,  27  but a certain fearful expectation of judgment, and a fierceness of fire which shall devour the adversaries. All at once, I saw hundreds maybe even a thousand small, transparent, (or unseen) coral snakes that were red, black, and yellow. (The coral snake has been known as the deadliest snake in North America. It paralyzes your nervous system with lungs and other organs shutting down in as little as a couple of hours. They have enough venom to kill 5 people but their delivery system is not good. Small fangs which they use to chew on a person until they get enough venom into them. (This Represents an injection of a euthanizing agent.) They were falling like light snow would (Like a plague or pestilence sprayed from the sky) and descending upon the wicked people to bite them and take their lives. (Numbers 21:6: And Jehovah sent fiery serpents (Called the fiery flying serpent in Isa.30:6) among the people, and they bit the people; and much people of Israel died.)  The people began to scream and cry out when they realized what was happening. (If the transparent coral venom were spread from the sky, or spiritually from heaven, like the spike protein chemtrails, which can penetrate the skin, it would be an extremely deadly delivery system, possibly like what  A.A. Allen saw, to major population centers. Now this coral venom sounds like the plague in Pam's revelation where there was no antidote. The Lord said to Pam in part 1, No one will have the remedy. I will laugh at the mighty men as they run futilely for their holes. Tell the internet readers to forget their word searches, etc…There is NO REMEDY but ME and ONLY ME. I believe this means that no remedy can be counted on to save from this but Gods. He is in control over who lives and who dies and no vaccine can circumvent or stop him. The condition for immunity to plagues is stated in Exo.15: 26 and he said, If thou wilt diligently hearken to the voice of Jehovah thy God, and wilt do that which is right in his eyes, and wilt give ear to his commandments, and keep all his statutes, I will put none of the diseases upon thee, which I have put upon the Egyptians: for I am Jehovah that healeth thee. Deu 32:39: See now that I, even I, am he, And there is no god with me: I kill, and I make alive; I wound, and I heal; And there is none that can deliver out of my hand.) Like the coral venim, C/19 and its spike protein variants are a lung disease that cuts off breath. So now we have the coral venom and the plague coming from the sky or from heaven. Add to this the fact that the chemtrails are a practiced delivery system that brings lung disease all over the nation. The hospitals are full of people with pneumonia type symptoms that they are now labeling C/19.) Again, In the spirit, I saw what looked like snow flakes beginning to fall through the ceiling of the warehouse. Then the snakes appeared and fell on the people with the "snow". (The "poison with snow" could represent the pestilence that comes from the sky by the hand of God in chemtrails for judgment in the winter time.) (Sounds like it) Maybe the people were repenting when they were crying out as the snakes landed on them. (Some will repent but most won't.) See the revelations about the evil snow. We saw snow here that was made up of tiny capsule looking things that were not flakes and fire did not melt them.) Then I woke up and I asked Father for a word concerning this continuation dream and received by faith at random: Jer.9:23 (in context 21-26), and my finger was on "let not the wise man glory in his wisdom” 21 For death is come up into our windows, it is entered into our palaces; to cut off the children from without, and the young men from the streets. 22 Speak, Thus saith Jehovah, The dead bodies of men shall fall as dung upon the open field, and as the handful after the harvestman; and none shall gather them. 23 Thus saith Jehovah, Let not the wise man glory in his wisdom, neither let the mighty man glory in his might, let not the rich man glory in his riches; ...  25 Behold, the days come, saith Jehovah, that I will punish all them that are circumcised in their uncircumcision: (He will punish the apostates who sow flesh) 26 Egypt, and Judah, and Edom, and the children of Ammon, and Moab, and all that have the corners of their hair cut off, that dwell in the wilderness; for all the nations are uncircumcised, and all the house of Israel are uncircumcised in heart.   His Angels Shall Gather Out of His Kingdom All That Cause Stumbling Joshua - 10/13/21 (David's notes in red) Joshua said, "About 2 or 3 months ago, I had a bizarre dream. I can't forget it and it keeps coming to mind." I dreamed that I was in a small, dark, derelict classroom in the Far East. It was very dimly lit by indirect light coming from weak light bulbs or candlelight. (Derelict means: delinquent, slack, irresponsible, lax, undependable, unreliable, etc… This classroom represents the Genghis Khan Spirit Deception in the DS church and government which we will discuss in the following revelations.) In the room were two Asian children about 10 years of age or so. (According to bible study.org The number 10 signifies testimony, law, responsibility and the completeness of order.)  I (Joshua, meaning: "Yahweh is salvation”) was in the room as a teacher. (The Man-child will teach many the truth and the good news of the gospel during the first 3 1/2 years of the tribulation). In my hands was the album from the satanic, hard rock, band Black Sabbath. It was their first album also titled "Black Sabbath". (Note: I have NEVER listened to that album and have never been a fan of Black Sabbath at all.) (This represents a very dark, evil entity. It probably by its name represents those in darkness under the law. As we will see this black sabbath represents those ruled by principalities and powers in heaven and on earth.) I and the Asian children were looking at it and I was identifying it as Satanic. (The Man-child will teach God's elect the difference between good and evil; between what is leavened and worldly and what is unleavened and heavenly. I think this dream is about to happen. The Satanists of the DS elite and faction in the Church have killed multitudes with their evil. The DS are invading the southern border with enemies right now and shooting has begun.) Suddenly, there was a very loud roar of a rushing wind; the sound was distorting my hearing, but, strangely, nothing was being blown; but the shaking was distinct and could be felt. In the dream I understood that “This is God's judgement falling”. (This could represent the end-time revival that is going to fall upon God's people as well as a storm of judgment that is falling upon the DS in the Church and state.) Then the album instantly disappeared from my hands and I was left there standing with the children and we were trying to remember what we were doing, like when you walk into a room for a purpose and then forget what you went in there for. (With the spiritual warfare backing by people of faith, the Alliance is doing a masterful job of removing many and prosecuting them in military tribunals. What we are hearing: The militaries of the Alliance are continuing the job of draining this swamp. They have been practicing and will agree to make a fake WWlll as an excuse to come together. However they will go after the remaining DS governments and people but the job is huge and without God cannot be done. The Man-child is coming to fight the Edomite factions and drive them out as David did in scripture.) There was absolutely no trace or memory of the album. It was like the evil had been supernaturally removed without the slightest disturbance or speck left over. Then I woke up. (They will suddenly be like a distant memory; gone away without a trace. PTL !!  God has promised to utterly destroy the DS in the Church and government.) I thought of verses like Proverbs 2:21, For the upright will live in the land, and the blameless will remain in it; 22 but the wicked will be cut off from the land, and the unfaithful will be torn from it. And Mat 13:41  The Son of man shall send forth his angels, and they shall gather out of his kingdom all things that cause stumbling, and them that do iniquity, etc. If God's judgement falls soon and in this way, I will be thankful if the evil and the minions of evil are removed.   Genghis Khan Spirit Deception in the Church (1) Eve Brast - 12/25/2011 (David's notes in red) In a dream I saw many people being deceived by a much more powerful and deceptive evil principality called a Genghis Khan spirit. It will be worse than the false revival Kundalini eastern spirit. (Genghis Khan was the Mongol who led legions of demon-possessed men to conquer most of Eurasia by the edge of the sword, massacring whole populations, about 40 million people. The factious in Church and state are eugenicists just like this. Genghis is still worshipped by many in Mongolia, so he could represent here a religious spirit. No doubt this is a spirit that will bring spiritual death, conquering multitudes of Christians, like the Kundalini spirit's false revival. This new factious spirit conquers people by the sword or WORDS, written or spoken, which makes it much more dangerous than the Kundalini spirit, which was mostly imparted by laying on of hands. These words are in the form of unforgiveness, bitterness, back-stabbing, criticism, slander, gossip, railing, lying, perversion, witchcraft, voodoo, etc.) I was shaking my head in disappointment as I watched the people act like they were in love with this spirit; it was like a worldwide orgy. (The true people of God who stay with the truth of His Word won't be overtaken, even with this deception.) This is all I was shown. (We have been shown many times that this is a worldwide attack on the saints by apostates. The corporate beast spirit from the abyss is coming forth to enter the sons of perdition [Judases] and use them to conquer and make war on the true Christians. {Rev.17:8} The beast that thou sawest was, and is not; and is about to come up out of the abyss, and to go into perdition. And they that dwell on the earth shall wonder, [they] whose name hath not been written in the book of life from the foundation of the world, when they behold the beast, how that he was, and is not, and shall come. As the Word says, a great falling away to strong delusion is upon us. I asked the Father what this Genghis Khan Spirit was or what it represented and when I opened my Bible my finger was on: (1Jn. 2:22) Who is the liar but who denieth that Jesus is the Christ? This is the antichrist, even who denieth the Father and the Son. (Antichrist spirits always deny the true Jesus and Word. The rest of this text tells the whole story. {2:18} Little children, it is the last hour: and as ye heard that antichrist cometh, even now have there arisen many antichrists; whereby we know that it is the last hour. {19} They went out from us, but they were not of us; for if they had been of us, they would have continued with us: but [they went out], that they might be made manifest that they all are not of us. [Notice that many antichrists in this "last hour" will separate from us because they do not belong with the true Church due to their corrupt leavened nature. In this they deny the Father and Son (verse 22) because they deny the true Word given from the beginning in order to abide in Christ, which is eternal life.] {24} As for you, let that abide in you which ye heard from the beginning. If that which ye heard from the beginning abide in you, ye also shall abide in the Son, and in the Father. {25} And this is the promise which he promised us, [even] the life eternal. {26} These things have I written unto you concerning them that would lead you astray.   Genghis Khan Spirit Deception in the Government (2) Eve Brast - 12/29/11 (David's notes in red) In the dream above, I saw many Christians being deceived by a very powerful and deceptive evil principality called a Genghis Khan spirit. I had seen that this spirit is manifesting in the factious who kill by the sword of slander and now below I am seeing it also is taking over a beast government. (There has always been a beast government to back up the factious, religious government. Jesus' time was a good example of this.)  I had seen a cleansing of the true church by this spirit rising up in apostates to separate them from the Man-child and Bride, but also now, in the revelation below, I see a global shift and transfer of secular governmental power in the spirit realm to this Genghis Khan spirit. As I was laying down to sleep, I asked the Father to show me more about the Genghis Khan spirit in a dream or vision. As I was laying in bed, praying in the Spirit, He gave me this vision on 12/29/11: I was high above Earth, looking down from a southern viewpoint toward the North at the Asian continent where Russia and China are. It was dark upon the earth. Suddenly, I saw something dark rising up from beneath the Asian continent, from the center where Mongolia is located (where Genghis Khan came from). The Spirit told me that Mongolia is the opening to the womb between the two legs of Russia and China and this spirit is rising up in and coming forth from them. Its back rose out first, hunched like a mountain; then its head and shoulders came out bowed down toward the east; then its arms and finally its legs. It stayed kneeling down on one knee toward the east, bracing itself with its arms and hands -- one on Russia and the other on China (similar to the stance runners have at the start of a race). (This Genghis Khan spirit is a spiritual type of a conquering Beast spirit ruling in the world and in the Church faction.) It had a human form with sharp nails on its fingers, pointed ears and a bald head. Heaven gave it permission to raise its head and take its first breath and as it opened its mouth and drew in a large breath, some more stars were sucked into its mouth from the night sky, along with the breath it inhaled. (The Dragon Beast drew a third of the stars represents by the seed of Abraham to the earth. The precursor Mark in the va/cci/nes is doing this to by changing DNA.)  I could see very sharp top and bottom canine teeth. (Just as the secular beast has physical power to devour the saints, so does the religious beast have spiritual power to devour the saints. (Psa.37:12) The wicked plotteth against the just, And gnasheth upon him with his teeth. (57:4) My soul is among lions; I lie among them that are set on fire, Even the sons of men, whose teeth are spears and arrows, And their tongue a sharp sword.) This spirit was very black with many stars in it. (Abraham's seed are "as the stars of heaven” and they are falling by the work of this spirit. This changing of the DNA is to humble people to the DS.)  It looked like the mirror image of the night sky inside it. It didn't stand up, but if it had, the earth under its feet would have looked like a large beach ball. It was gigantic. (Genghis Khan is a world-conquering spirit of the beast in the secular realm, just as it is in the religious realm. Genghis was a merciless murderer of men like faction and slander is a murderer of souls.) I later asked the Father for a verse for this vision of the Genghis Khan spirit and my finger fell on: (Eze. 21:24) Therefore thus saith the Lord: Because ye have made your iniquity to be remembered, in that your transgressions are uncovered, so that in all your doings your sins do appear; because that ye are come to remembrance, ye shall be taken with the hand (There is no covering for Unforgiveness, bitterness, hatred and retaliation, which is the nature of those who have this spirit and God does not forgive or forget their sins for this reason. In verses 11 and 12 of this text, God says the sword "is upon all the princes of Israel", meaning the apostate leadership of God's people.), (25) And thou, O deadly wounded wicked one, the prince of Israel, whose day is come, in the time of the iniquity of the end, (26) thus saith the Lord: remove the mitre, and take off the crown; this shall be no more the same; exalt that which is low, and abase that which is high. (This is clear that this spirit is in an apostate leadership of God's people in the end and they will be spiritually wounded and lose their crown being removed from their high position over any true people of God.)  When I read the last part of this scripture, the Spirit brought to my remembrance what Mary, who brought forth the Man-child, said: (Luk.1:51) He hath showed strength with his arm; He hath scattered the proud in the imagination of their heart. (52) He hath put down princes from their thrones, And hath exalted them of low degree. (Again, this was spoken of the removal of the apostates over the true people of God by the coming of the Man-child ministry, as the next part of the vision shows.) Right after this, I saw the upper half of a giant woman in the heavens with long blonde hair and very fair skin cradling a newborn with golden hair in her right arm. (The worldwide woman and true Church having brought forth the Man-child ministry.) Light from heaven was shining down upon them. (I only saw her profile and the top of the newborn's head.) She was also facing east (toward the coming of the Son), looking down at her baby, her white garment lowered off her right shoulder in preparation to nurse Him. And a clear vial filled with golden oil appeared without hands and poured oil onto the infant's mouth and onto the woman's right breast. Then she brought the baby to her breast to nurse Him. (This Man-child will partake of the oil and gold of heaven -- the anointing and nature of Jesus.) I asked the Father for a verse concerning the vision of the woman and my finger fell on : (Psa.128:3) Thy wife shall be as a fruitful vine, In the innermost parts of thy house; Thy children like olive plants, round about thy table. This whole Psalm is awesome! (God will prosper the woman Church to bear fruit in the wilderness, in spite of the dragon of Genghis Khan trying to destroy her and her Man-child. Escaping this evil is for them a Passover of the Destroyer before leaving Egypt for the wilderness. It is the Man-child escaping the dragon which is trying to devour them.) These two events seem again to be happening almost simultaneously or very close together but they are both under the Father's sovereign control! Claire also had a recent dream about the “Mongolian Beast kingdom” Here is a portion of it:   The ‘Mongolian' Beast Kingdom Claire Pienaar - 6/1/21 (David's notes in red) I dreamed of Mongolia all night. The word was said over and over in my mind. (I believe this represents the Genghis Khan Spirit referenced in the dreams above.) In the dream I was traveling there. (She was going into a revelation of the governmental form of this Beast.) I was talking to British generals. They were dressed in black and red military uniforms and explaining to me why they had named it Mongolia. (Black and red are the colors of anarchy and also the Dragon Beast.) Then I was talking to a blonde woman who had adopted boys from Mongolia and wanted to place them in the right grade. (This could represent the bride in Eve's revelation above who not only gives birth to the Man-child company but also nourishes God's elect who come out of this Beast system.)   Then I was talking with Riaan about how to get there and we decided motorbikes would be best. Then I woke up. (Motorbikes have 2 wheels and require balance and forward movement in order to ride them. They also represent having an eye that is single and full of light representing sanctification. This is the best way to have God's provision and protection against this Beast.) (It is interesting that Genghis Khan established the Mongol Empire in 1206, which became the largest entirely connected (contiguous) empire in history. It occupied approximately 22% of all land on Earth. It might well be a type and shadow of the world-wide beast kingdom that we're currently in.)   White Washed Sepulchers Full of Dead Men's Bones Marilyn Klinke - 10/12/21 (David's notes in red) I believe the Man-child is going to overrule the DS politicians and turn this thing in our favor soon. We have been casting down the DS attempts to delay this thing. The DS politicians are in white because they want us to believe they are our benefactors but they are demon possessed and antichrist. I dreamed I was in a place like a state or federal capital building. I saw a few politicians that I recognized, mainly from the Bush family. (The Bush family were all Republicans. This could represent the “Right Wing" Republican Party politicians.) (The politicians were also dressed mostly in white. (Representing, "white washed sepulchers full of dead men's bones”; hypocrites, Matt 23:27-28 Woe unto you, scribes and Pharisees, hypocrites! for ye are like unto whited sepulchres, which outwardly appear beautiful, but inwardly are full of dead men's bones, and of all uncleanness. 28 Even so ye also outwardly appear righteous unto men, but inwardly ye are full of hypocrisy and iniquity.) (As I have shared, the DS Babylonish Beast is being conquered by Cyrus who represented the Medio-Persian Beast. We are merely moving from one Beast to another. We are in agreement with Cyrus/Trump in that he is conquering the previous Beast, who is intent on killing God's people.  Trump is using their ill-gotten gains to build the kingdom. The time will come that we will be separated from the new age people on the right who are representing this beast and tolerate us for their purpose of bringing in their “1000 years of peace”.  The book of Revelation which they discount is coming instead for "There is no peace, saith Jehovah, to the wicked" Isa 48:22.  They will be alienated from us for our strictly Christian stance.  Act 4:12  And in none other is there salvation: for neither is there any other name under heaven, that is given among men, wherein we must be saved. Their pre-cursor of the mark is turning hearts to the Beast and against us by changing their DNA. Mat 24:9  Then shall they deliver you up unto tribulation, and shall kill you: and ye shall be hated of all the nations for my name's sake.  I saw Jesus, dressed in white, sitting in a chair and watching what was going on. The politicians were completely oblivious to the presence of Jesus. (The politicians right and left overwhelmingly do not serve the one true God and this is why they are oblivious to His Presence. Jesus is always watching. He and the Father are in complete control of all vessels of honor and dishonor. Father uses them all for His purposes and His ends. Isa. 45:6-7 ...I am Jehovah, and there is none else. 7 I form the light, and create darkness; I make peace, and create evil. I am Jehovah, that doeth all these things.) Jesus then handed me a clipboard with a printed page of writing. I don't remember what was written, but I know that there were 3 paragraphs and the first 3 words of each paragraph were in bold type. I knew that the bold type words were the names of 3 men and what followed each of their names, was an account of their individual lives and why Jesus had chosen them to be on this list. I think the 3 men listed on the page were there, but sitting, very quiet and humble. (These 3 men represent the completeness of the Man-child reformers whom Jesus is anointing to do His work. The White Hat Alliance leaders and politicians will ultimately fail in their goals because they do not pray to, nor worship, the one true God and are not on His side. According to bible study.org: The number 3 is used 467 times in the Bible. It pictures completeness, though to a lesser degree than 7. The meaning of this number derives from the fact that it is the first of four spiritually perfect numerals (the others being 7, 10 and 12). The 3 righteous patriarchs before the flood were Abel, Enoch and Noah. After the deluge there was the righteous "fathers" Abraham, Isaac and Jacob (later renamed Israel). These men were being anointed by Jesus to do His work. Jesus then told me to read what was written on the page. I was told to read aloud, but the politicians were not listening at all. Then I woke up. (The “white washed” politicians are not listening to the one true God and His Son Jesus. This is why their plans will fail. In Eve's dream of the Trump/David Parallel  it was the Man-child David's that showed up for the press conference and ordered the mass arrest of the criminals in the DS church and state. Everyone was expecting Trump to make his acceptance speech at the podium but he never showed up. We believed that this was going to be in reference to the 2020 election that ended up being stolen by the Democrats. I believe this was for the purpose of showing the world the evil of Communism.  The Man-child will be the one to conquer the Edomite factions of Church and state and bring all the glory to God and His Kingdom. Isa 40:10  Behold, the Lord Jehovah will come as a mighty one, and his arm will rule for him: Behold, his reward is with him, and his recompense before him.)  I received by faith at random for this dream, Job 20:19-20. 19 Because he hath oppressed and forsaken the poor; because he hath violently taken away a house which he builded not. 20 Surely he shall not feel quietness in his belly, he shall not save of that which he desired. (The whole chapter speaks of judgement on the wicked.) I know Father sees everything. It is such a comfort to believe that nothing is hidden from Him, even though the wicked are oblivious and their evil plans mock God. He hears the prayers of His people and is sending His anointed ones in the Man-child ministry. I pray and believe everyday for this. If it's not today, then we are one day closer to the fulfillment.    Slander Adversaries Against UBM Deb Horton - 10/12/21 (David's notes in red)   I had a dream this morning that shows the attack of the slanderers against the David's and UBM.     In a dream I was shown an intersection of John Dodd Road. (This intersection is where I was previously shown the broken traffic light. (A broken traffic light represents the breakdown in the laws that offer people direction and guidance. Our governmental authorities have descended into lawlessness just like the factious in the Church do when they reject God's commands in His Word.) I drive past this intersection on John Dodd Rd. multiple times on a daily basis. John" means "the Lord has been gracious," (He has certainly been patient with the factious.) But, according to Dictionary.com Dodd has multiple meanings, which are, "to praise or celebrate, to gather together, to seize by or as if by authority..." (This sure sounds like the factious.) Wikipedia says, “The surname Dodd may also be derived from the Old English word "dydrian," which means deceiver or rascal, or from the word "dod," which means to make bare or to cut off.”) (I believe this “John Dodd intersection represents a fork in the road we travel in life. We can choose the way of grace and repentance and obedience to the Word of God or we can choose our own self-willed ways and be cut off; like the branches that didn't abide in the vine who is Jesus.) The street to my left was Avanti St. (Representing the way of the goats. Jesus put the goats on His left.) ("Avanti" is Italian for "come on, forward, onward, in front," but it's just a short dead-end street that takes you around to the Amazon Warehouse Distribution Center. "Amazons" were "a race of female warriors of Greek mythology.” Is a woman going to lead this factious attack? Or does this refer to the Jezebel spirit behind the attacks? A Jezebel spirit can be quite seductive.)   The street to my right was Derrick Rd. ("Derrick" actually has a Hebrew counterpart. It's the Strong's H1870 meaning: "road, distance, journey, manner," but it is translated 382 times as "way." UBM is guiding people to walk in the Way. The meaning of Derrick is "power of the tribe, ruler of the people”. (Representing the Man-child ministries.)  A "derrick" is "a hoisting apparatus employing a tackle rigged at the end of a beam." UBM is trying to lift people out of the dirt by feeding them the unleavened bread of the pure Word of God which will wash us whiter than snow.)  I knew, in the dream, the time of day was immediately after sunset when it's getting dark but you can still see a few details, and I was looking at the corner of John Dodd and Derrick. (Spiritually speaking, it is getting very dark with all the deceptions flying around in order to try to deceive even the elect of God. But they won't succeed because the elect love the truth and are enlightened by the wisdom of God's Holy Spirit that lives in us and guides us into all truth with His discernment.) In real life, there is a row of large trees running down John Dodd and then one large tree just past the corner turning right onto Derrick. But in the dream, there was a small group of trees of various sizes filling in the corner. (Representing UBM local; trees represent ‘men'.)  I saw that there were piles of fresh dirt heaped up in the spaces between the trees. (The word dirt is slang for "scandalous, malicious, or incriminating gossip and slander”)  I don't remember if the dirt stopped just before the trees or if any of the trees were touched by the dirt, and I wondered why anyone would do that because if too much dirt is piled up around a tree, then it girdles the tree, which causes the protective bark to rot and the tree dies. Then I woke up. (The factious leaders and their followers have tried for many years to heap up dirt around UBM and kill the ministry and individuals with their lies and slander, but the Lord has said they will not succeed because this is His ministry and He desires “David's house" for His dwelling place. Eve said concerning a previous revelation, "I asked Father concerning some of David's questions. One was about David's house.” And Father said, (Speaking to David) “Do not be anxious or troubled concerning the house. I have desired it for My dwelling place…   I asked the Father to give me another word by faith at random concerning the house and my finger was on Psa. 68:16, Why look ye askance, ye high mountains, At the mountain which God hath desired for his abode? Yea, Jehovah will dwell in it for ever.) In this case the house of David is the Man-child's house meaning his heritage and offspring.)  The verse that I received by faith at random this morning after this dream was, Jer. 51:51  We are confounded, because we have heard reproach; confusion hath covered our faces: for strangers are come into the sanctuaries of Jehovah's house. This is like Eve's dream of the Factious dog's judgement and their shame and executions. Like Edom's blood staining the Lords garment when he slaughtered them. I asked the lord a few years ago if he would hit them before they hit us and got a YES. Here is what came to me:  Mic 4:9-13  Now why dost thou cry out aloud? Is there no king in thee, is thy counsellor perished, that pangs have taken hold of thee as of a woman in travail?  10  Be in pain, and labor to bring forth, O daughter of Zion, like a woman in travail;(MAN-CHILD COMES) for now shalt thou go forth out of the city, and shalt dwell in the field, and shalt come even unto Babylon: there shalt thou be rescued; there will Jehovah redeem thee from the hand of thine enemies.  11  And now many nations are assembled against thee, that say, Let her be defiled, and let our eye see our desire upon Zion.  12  But they know not the thoughts of Jehovah, neither understand they his counsel; for he hath gathered them as the sheaves to the threshing-floor.  13  Arise and thresh, O daughter of Zion; for I will make thy horn iron, and I will make thy hoofs brass; and thou shalt beat in pieces many peoples: and I will devote their gain unto Jehovah, and their substance unto the Lord of the whole earth.   Select LanguageAfrikaansAlbanianAmharicArabicArmenianAzerbaijaniBasqueBelarusianBengaliBosnianBulgarianCatalanCebuanoChichewaChinese (Simplified)Chinese (Traditional)CorsicanCroatianCzechDanishDutchEsperantoEstonianFilipinoFinnishFrenchFrisianGalicianGeorgianGermanGreekGujaratiHaitian CreoleHausaHawaiianHebrewHindiHmongHungarianIcelandicIgboIndonesianIrishItalianJapaneseJavaneseKannadaKazakhKhmerKinyarwandaKoreanKurdish (Kurmanji)KyrgyzLaoLatinLatvianLithuanianLuxembourgishMacedonianMalagasyMalayMalayalamMalteseMaoriMarathiMongolianMyanmar (Burmese)NepaliNorwegianOdia (Oriya)PashtoPersianPolishPortuguesePunjabiRomanianRussianSamoanScots GaelicSerbianSesothoShonaSindhiSinhalaSlovakSlovenianSomaliSpanishSundaneseSwahiliSwedishTajikTamilTatarTeluguThaiTurkishTurkmenUkrainianUrduUyghurUzbekVietnameseWelshXhosaYiddishYorubaZulu Powered by Translate Printer-friendly version

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT I am a huge believer in digital signage software and solutions companies that narrowly define their vertical market and then go after it, as opposed to the many companies out there that say, in effect, we do digital signage. Those kind of general offers can be deadly, I think, when there is sooo much competition. So I was intrigued by an email from TrilbyTV that talked about its focus on the education market in the UK, and even more intrigued by the marketing line that the platform and service was built by people who understand and work in education. I had a chat with TrilbyTV co-founder Neil Emery about how the six-year-old company was founded based on years of working in UK schools doing Apple and Google training. They saw all the dead screens and bad programming in schools that they visited and concluded that they could deliver something better. David: Neil, thank you for joining me from beautiful Devon. I was struck by the assertion on your website. That Trilby is the only digital signage platform built by people who understand and work in education. What do you mean by that?  Neil Emery: So we were Apple trainers, Apple Education trainers for 12 years, we started back in the days when schools had lonely suites of iMacs that only the art teacher and the design teacher would allow sort of their students on. Everybody else looked in and thought, what are these computers? But for us, it wasn't about Apple. It was about making sure everybody knew the power of things like the iLive Suite, things like iMovie and GarageBand. So that's where we started training with Apple and its resellers, sort of companies that sold Apple and then the iPad came out and it went completely bonkers for us as accredited trainers for Apple and we would work with lots of schools, especially those that were going one-to-one with iPad to make sure they had a vision and a plan.  So we really understand what needs to be in place for technology to be successful, and that tends to be where schools and colleges fall down a little bit. They tend to rush in and buy technology, but they don't think about what needs to be in place to make it successful, and there's a lot that needs to be in place, and we were involved in some of the biggest one-to-one iPad projects in the UK, such as Harlow college, such as Portsmouth college. So we've got a real understanding, again, of what needs to be a place and that's very much how we present ourselves with digital signage as well. It's not just about sticking screens on walls. We work very hard with our customers, especially our groups of school customers, to make sure that they have a plan in place, to make sure that staff are signing up to that plan. So that there's some consistency across what they're uploading to their digital signage. So that's what we meant. We are very education focused and that tends to be very different from other companies that are out there.  David: Yeah. There are any number of companies who have laid it down that education is one of their key verticals, but it's much more business driven and addressable market driven than, in most cases, any real experience with the education system. Neil Emery: Yeah, the reason we started TrilbyTV is because when we were sitting in those school receptions waiting for a member of staff to come and grab us, we would look at a digital signage screen that was turned off, or if it wasn't turned off, it was showing content we felt that had little impact, and that's again, because they know they had no plan behind it. Someone had bolted some screens to a wall. Someone had bought into an over complicated solution that was meant for the commercial space and people had given up, and we were there to create really rich content on those iPods because that's what Apple is all about. Everyone can create, but there was no nice, simple mechanism for us to share those two screens around the school or college. And we felt signage was the perfect mechanism to share that content and evidence, the learning so that everybody could feel proud.  But again, what was in place back then was not meant for education and the people behind didn't understand education to the degree that we felt we did, and that's how TrilbyTV was launched and developed. David: So when did that happen?  Neil Emery: Six years ago now. Yeah, we gave up everything we're doing with Apple and Google at the time. We'd just written Google's transformational planning workshop in the UK. That was mainly down to my co-director, Ben Stanley, who is extremely knowledgeable in the education space. His company, Trilby, that he used to run with his father, hence TrilbyTV. They'd been going 30 years of working in education. So again, huge amounts of experience, but TrilbyTV as a single product, six years we've been going now.  David: So it was more of an evolution of what you were doing as opposed to, “Alright, we used to run a funeral parlor, and now we're doing this”? Neil Emery: Yeah, kind of. We did lots of things. We did the training piece for Apple and that kept us very busy. We were presenting not just for Apple, but again for its resellers that sold Apple. We were doing direct training for apples all over the world, not just in education as well. We were doing video production. We were doing lots of stuff, and I think lots of people probably looked at us and thought it's great, but what do you do?  So after sitting all those in all those perceptions for so long, we just knew that there was a product needed that was a bit more honest than what was out there in this space and that's really what made us jump into being brave and developing TrilbyTV into the platform that it is now.  David: So it's one thing to have the subject matter expertise and the understanding and the business contacts within the education market. What do you do though on the software/platform side that makes it differentiated, that makes it finely tuned to the education system? Neil Emery: The first one was ease of use. We spent lots of time training education staff, who were so nervous about technology, that even if you put a URL on the board and ask them to put it in their iPad, if they put it in wrong, they would present the iPad to you to put that in, because that's so far out of their comfort zones. And we'd see from those early apps, like ClassDojo, iMovie, Book Creator there was usually a plus icon you'd press that plus icon and pretty quickly something would happen so that a teacher or a member of staff would feel like they'd had a success, which means then they would move on to the next stage and that's absolutely how we've built TrilbyTV, to be so simple that there's no need for its departments to be micromanaging our platform or people. So that was the main one.  Secondly, we've made it work across all platforms. So we didn't want to charge our customers for expensive boxes, which had happened in the past, I'm not saying wrongly, but that's where a lot of the solutions made their money, but we have player apps for iOS, TVOS, MacOS, Windows and Chrome. So some of our schools will use anything from a Fire Stick to an Apple TV, to a Microsoft Notebook. It doesn't matter, they can use whatever they've got to get going with us. Unlimited screens. So we didn't want to charge them a per screen price. We wanted them to see the impact that signage can have and to be able to grow their estate without us charging them more. So we have an unlimited screen license which since then others have followed. We've certainly seen that in the market. Some of those who look at us and what we do have moved down that route as well. So it's definitely that same, that sets us out as a USP, and the last one probably is our content catalog, where we have a catalog of free of charge content that we make with exciting companies out there, like WWF or Botanica. So there would probably be the four main areas that we focus on.  David: There's a lot of subscription content out there. There's companies like Screen Feed and See/Inspire, and so on. They focus on news, sports, weather, curated, user generated material, all that sort of thing. It sounds like you've gone down a completely different path. That's all about the sort of thing that you would expect to see in a school, and that both parents and educators would be receptive to?  Neil Emery: Yeah we looked at the historical digital signage, and it was very much zones and ticker-tape and newsfeeds, and that doesn't do anything for education. Actually, news can be very biased. So that's the last thing children or visitors like to see in a school reception, and plus, that zonal content, it was confusing to the viewer. So, we wanted to make their content look fullscreen and beautiful, which it already is. I still get people though, who still want a clock and ticker-tape even though there's a clock next door to the screen anyway.But yeah, we went down the route of thinking about what content, a couple of reasons really, what would inspire them to do more of their own good content, but what could we provide that has an education focus and keeps their screen up to date and interesting. So for example, the collaboration we did recently with Britannica, the encyclopedia that is sold, I'm sure people will be well aware of, if we did a “Country of the week” so if you download that to your TrilbyTV and add it to your screens, every week, it updates itself. You'll get a country of the week, capital city, population, and five revolving facts, and that's all done within a nice animation.  It's a nice, useful area for you to have a look at. And if there's content in there that will help keep your screens up to date and inspire the viewers than perfect. It's all free of charge and you're more than welcome to use it.  David: How does it work within schools, like what are they using the screens for and where are they putting them?  Neil Emery: So a lot of signage, historically, I think went in with some of the new schools, the building schools for the future as brought in by the labor government. So a lot went into areas like receptions and the dinner halls and your staff rooms, and the student corridors. Again, the problem back then was that the platforms were very commercially driven. So again, it was your clock's logos, ticker tapes, and maybe you were allowed to mix in a few pictures as well, if you were lucky.  What we do now with schools is so at the training session I had today, I had the head of HR, I had the reception lady and I had the repo graphics lady, and we started off by having some sticky notes and I got them to write where the screens were, then I got them to right underneath who the viewers were, where, and then from there we started to define what the content was. So we work really hard with our customers to make sure that they're putting in that simple plan so they understand screens, viewers and what content needs to be dried from that. But very much historically is the reception staff room, dinner hall, and student corridors, which is where the screens are.  David: Do they do things like, “This for the lunch menu today or the lunch menu this week,” that sort of thing? It's an example that I've seen a number of times.  Neil Emery: Yeah, absolutely, and the nice thing is nowadays with mechanisms like Google Slides, you can add Google Slides for a menu, and the staff and the dinner hall don't even know we exist because the Google Slides presentation is online. As soon as they change that, it automatically changes on the screens, which is great.  But we also get them to think about don't just putting Google Slides or a menu up there, how about photos of the food? We all are engaged by food programs on TV now where we see the final product and we think, wow, I'd want to eat that. We say to our schools how about you get some of the students to take some nice photos of the food, or actually they're in food technology, let's have a video of a lasagna being made and put some of that up on the screen. So we try to get them to think slightly differently than just putting a static menu on their screens.  David: Do students get involved? Neil Emery: Oh, absolutely. Yeah, and again, that's where we came from. We remember the early days of accessing those screens, putting in the students' work there and seeing how proud they were when it was playing in reception. So there's something we push quite highly and especially an Apple distinguished school. So again, we're historic with Apple, so we have schools that have Apple distinguished status. They would have a group of digital students who would create content on a regular basis before uploading that to us where it's then moderated by someone above them staff-wise before it goes live. It's a great thing to be doing.  David: It sounds like your platform is largely cloud-based and that you've got a kind of a web player that will work across different types of devices as you were describing. Is that accurate?  Neil Emery: Yeah, so we are cloud based. We use Microsoft Azure for all our hosting. So that's what we use, and you can have web players as well, but we have pure apps available too. So you go to the Windows app store or the Play store or the Mac App store, and you download our player app and it does that.  David: So it's a native player for the Apple TV and so on? Neil Emery: Yeah. So you open it up and you get your regular code that pretty much everybody else does nowadays.  David: And one of the things that can be a challenge in schools, because IT resources are pretty limited, is how do you manage the devices remotely?  Neil Emery: We have a player dashboard within Trilby TV, so you can see all your players that are online. We're just bringing out some new player updates as well so you'll be able to set restarts and clear cache and adjust volume and all that sort of stuff. So it can all be very much managed remotely.  David: I assume one of the benefits and advantages you have over companies who are also in the digital signage space and have software, but don't know the school systems and so on, is you understand how administration works, where budgets come from and budget cycles and all that sort of stuff, does that give you a leg up?  Neil Emery: Yeah, I think so. In education not that we are anyway, but you're not going to get rich overnight. They take a long time to trust you.But once they're with you, they're with you for a long time. We're really close to our customers and we want to be close with our customers because we want to make sure that they're using it properly, but of course, all of that experience and all of that knowledge that we now have from those, from Ben's point of view, 30 years, and from my point of view, 15 years, yeah, of course, when we're talking to a potential customer, they understand pretty quickly we know what we're talking about.  David: I watch the web analytics off of 16:9 and what people are reading and there's always a big thirst out there for open source or free or freemium platforms and there are certainly some tools out there that are free-ish and I'm curious for schools who are on limited budgets, do they go down the path of trying to use open source stuff and, or very low cost stuff, and then realize that we need some hand holding here, it would be great to have some support and they rethink their budgeting and who they should work with?  Neil Emery: Everyone's different, right? And I think, with IT, that's the buying mechanism for digital signage and education over here. You're always going to get some IT  people who really enjoy coming up with their own stuff and open source. David: You mean IT people are know-it-alls? (Laughter) Neil Emery: I didn't say that. Wel, we have to be careful because they buy our product. They are just like that. It's not important, maybe it is a little bit that they know everything about this solution and no one else can get in there and find out because they wouldn't be able to. But actually when they ask themselves about the time it takes to keep an eye on it and monitor it and update it, then it's wasting that time, which is then where we win the battle of, “Neil, this is so easy to use. I can give ownership to others. I can set it up, but actually I can give ownership to others and let them get on with it,” which is what they want in the end. They don't want to be managing what is in essence, a marketing tool, because that's what digital signage is. It's a marketing tool.  So yeah, budget wise, you might have a USB stick. You might have a laptop. Although that always makes me laugh because the laptop is budget and it'd be better off in the classroom, but that's just my thoughts. We're £1000 for unlimited screens, it's not a huge amount of money for a whole solution that runs your digital signage. But you're dead right. I think some will start off trying to come up with something themselves, but they soon find out that it's causing them a lot more pain than they want it to. David: So when you say £1000 for an unlimited license that's per school, or is it a school system or how does that work?  Neil Emery: No, that's our single per school costs. Some of our schools have up to 40 screens, which is where it becomes very financially viable for them. We do have a multi-site license as well. We have some of the big multi academy trusts using TrilbyTV now in the UK, they pay a cost at trust level, which then significantly reduces the per school costs. So under a multi-site license, it's only £500 per school rather than the £1000.  David: So it's like an enterprise license as opposed to software as a service. You buy at one time, it's perpetual, and then do you pay for support or how does that work?  Neil Emery: Oh, no. So it's a yearly subscription which, again, everybody pretty much does that.  David: Does the demand, and the use differ between what over in Canada, they would call public schools or private schools, but I know I get confused as hell because public schools are private schools in the UK and so on, are there needs and the way they use the system different?  Neil Emery: Private schools here, obviously that's the schools that parents pay for children to be at school and often boarding. They have so much more resources, obviously, you've got teams of twelve people, whereas in a state school, you might have a team of two people sometimes if we're lucky. So because of that, I think independent private schools are able to shine those screens a lot more. So because of the resource, they're sharing much more rich content. They have time to create that content and make it look good on the screens. They have a strategy in place to do that a lot of the time, whereas your public schools, often because of the lack of resources, are struggling for ideas, but also for people to create the ideas and create the content. For us, we would see the content being pretty much the same across the school sector. It would change a little bit for colleges and universities. It definitely changes for primary schools, which is, your lower age schools, whereas that's more about sharing and showcasing student work at that lower age group. But I think for us, it's about educating our schools and our colleges right across the board that this is an extension of their website. This is a great marketing tool and they need to be thinking about what content is shown on those screens.  David: Are you doing much in colleges and universities?  Neil Emery: Lots in colleges. So we do well in that space, not so much in universities because we'll be very honest about our product and we're not wayfinding them and we're not touch screens. We are just easy-to-upload full screen content, so not so much for universities. We've got a few, but we definitely do well in colleges. David: Yeah, I guess once you get into the larger footprint, universities with campuses and everything else you need to get into directory systems and everything else that does get more complicated?  Neil Emery: Yeah, again, we don't want to pretend what we're not, and won't be. So although we have a few colleges, we tend to be in specific places. We're not for bus time tables or things like that. Again, we're for fullscreen content, marketing specific events to the students.  David: How big is your company at this point?  Neil Emery: We're still pretty small, so there's seven of us and we're heading towards eight next year.  David: And you can do that sort of thing, particularly these days, you can be virtual and you can scale up and scale down as you need, right?  Neil Emery: Absolutely. We're very lucky we're self-funded. We work extremely hard to make sure that we don't need to go down the route of investment and having a board of people telling us what to do. We want to keep that kind of closeness and that honesty of the company and grow organically. Of course we'd like to grow quicker. But we want to make sure our organic growth is honest towards our customers. So yeah, we're still small, but we've got aspirations to grow in the next five years that's for sure. David: And what would be your install base, like how would you describe that? Are you in hundreds of schools, thousands of schools?  Neil Emery: Yeah, we're in hundreds of schools. Currently we've got about 1300 screens live in UK education at the moment.  David: As you said, you'd love to be able to grow that more. Neil Emery: Yeah, absolutely. You know, me and Ben, when we were in Wales six years ago, thinking about where we should take the direction of the company. Because of what we'd seen in education we knew we could become the number one signage company for education because that's what we focus on. You won't see a dropdown on our website and it says retail and restaurant and this and that and this and that cause that's not honest and that doesn't work for education. So for us, we want to become the number one digital signage platform made, and I always stick to my made, because that's important, made for education. David: Yeah, it's something that I have coached endless numbers of people around is if you have a digital signage platform, do not go out into the marketplace as a generalist offer, because there are already too many of them. You need to find your niche. You need to find your tribe and say, we're the guys for this and it's what you are doing.  Neil Emery: Yeah, I think that's very hard as well, because if you're a new company or again, you've had investment, you're going to have to go after every market. In the US it is probably different, you see people like Rise Vision, there is a huge market in the US than probably more so Canada. So education, you've probably got more options to grow quicker. Here in the UK, although we've still got 35,000 education establishments, it's a long sell. We've customers that can take anywhere up to three months, six months to purchase your product. So there's a lot of time investment in there.  So, I think it's different potentially in places like the US as I said, where you're trying to mop up as much traffic as possible to grow your businesses as quickly as possible.  David: I think I know the answer, but I'll ask, have you thought about coming to North America or you've got more than enough to grow in the UK for some time? Neil Emery: Well, we do have US customers and we do business and education actually, but they tend to again come to us because they liked that easy solution and ease of use. We do have links in the US with distributors, like Exertis, who were distributed in the UK. We have relationships with people like Promethian and Smart knocked on the door a few times and asked us what we're up to, but it's a different setup in the US when it comes to education, and we're aware of that, and the language differ slightly so we're aware of that as well.  So it's not our focus, but if someone comes along and says, you've got an easy to use platform, can we sign up and use you? We're like, absolutely, you can!  David: One thing that's been around for a long time with digital signage and education, particularly on the digital out of home advertising side, is the idea that these screens can pay for themselves if you would just allow advertising on them or at least have the screen sponsored by, I don't know, British Telecom or O2, or something like that, it has not been explored at all? Or is it, would that just be hard “No” from the education people?  Neil Emery: There's definitely people who are doing it in the commercial space, and now platforms that allow you to, via an app, say I would like my pizza business advertised on there three times a week just directly billed. It's definitely a conversation we've had at directors meetings but it doesn't feel right to us.  Education is education and if I speak to some of my close head teachers for them, it's about the children and nothing else. So they wouldn't want to have these discussions in the first place. Because it's more about putting up the work of the children that day, make sure they feel proud. It's conversations that have been had, but we would stay away from those conversations fairly quickly.  David: Yeah, it would be interesting, I think, for things like sponsorships or almost like donations in the same way that maybe a company donates a new playground for a school yard, that sort of thing that you would imagine in areas of the country, maybe up in the north, that don't have the same wealth and resources and everything else that maybe that would be a way to get these systems going?  Neil Emery: Yeah, potentially. It just gets messy, I think, that's the problem. The focus is making sure that the customer understands what scientists can do first and foremost, and making sure they have a platform that's easy to use so that when we talk to them about what they love about the platform. Going to them to talk about how they might make money from companies advertising on the screens, yeah, it's almost as confusing as just simply trying to get signage running on an interactive screen, which sounds easy, but actually even that is completely a different conversation with schools sometimes  David: I have to ask about the name. I did look up Trilby and saw that in America, it would be called a Pork Pie hat. Trilby is a hat, right?  Neil Emery: If we were doing video, Dave, I would have worn my Trilby today.  There is meaning behind this, and Ben would certainly be able to give you that more. There's an article on the website that explains it as well. But from a simple point of view, Ben's dad, Tony,  bless him, he's no longer with us, was a Trilby hat wearer, and at our old offices in Birmingham, we had two lines of hats on the walls and he used to pick those between different ones regularly and where those, and it's nice because it's tactile.  Again, I go to lots of school training and they'll be like, oh, where's your hat because they expect you to wear the hat, and I think senior leadership at schools and colleges like that tactile approach as well. They don't so much like those cleaner techie type names. They like something that feels a bit familiar to them.  David: All right. It's been a pleasure to speak with you. If people want to look you up, where would they find you online?  Neil Emery: www.TrilbyTV.co.uk.  David: Perfect. All right. Thank you very much.  Neil Emery: Dave. It was an absolute pleasure. Thank you!

Of course, these parties are hostile. They can never be reconciled. The points between them are vital. The righteous can never approve of the ways, characters and principles of the wicked. Each one of them says with David- -Do not I hate them, O Lord, that hate thee- and am not I grieved with those that rise up against thee- I hate them with perfect hatred - I count them mine enemies.- But the wicked hate the persons of the righteous, and are bitter against them.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT I first bumped into Telelogos when I started going to ISE in Amsterdam, and while I'd never heard of the company, I wandered off impressed by what I'd seen. The digital signage software company had a very solid platform and some of the deepest, most powerful device management tools I'd seen. It sounds boring, but that's the stuff that can really matter when you have big, scaled networks. The company is French and has worked mainly with big, enterprise-level clients in that country, and in other parts of Europe. It has also had quite a bit of success in Asia and the Middle Wast, particularly in banks. In the past year or so, Telelogos has started laying the groundwork in sales and business relationships to establish itself in the U.S., Canada and Latin America. I spoke with Christophe Billaud, the company's Managing Director. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT David: Christophe, thank you for joining me. Can you tell me what Telelogos is all about, the background, and so on?  Christophe Billaud: Yeah, sure. We are a software company, a pure software company that comes from IT and have existed for more than 30 years now. At the beginning of the company, we were making file transfer software and then a data synchronization and data integration software for four major retailers. In fact, the software was intended to basically automate, secure, and optimize the data change between one corporate server and a remote location. So mostly retailers who have a lot of different points of sale, and want you to secure their data transfer between all their shops and the head office. So that's where we come from the IT: Data synchronization, data integration, and then we added the device management features because customers want to manage their IT equipment, first the POS, then mobile devices, and all the equipment they have in the shops. So we come from this world and10 years ago, something like that, we added a new domain in our portfolio: digital signage, and, and of course, as you understand when we develop the digital signage software, we didn't reinvent the wheel and we integrated inside our digital signage software, all the data synchronization integration and device management capability that we already had. So that's what makes it a little bit particular in this market as we come from this IT world and not from the content or the AV market.  David: Yeah, that's really interesting. I talked about the importance of data integration and device management, and most of the companies in the digital signage industry, the software companies started with the presentation side of their platform and gradually they've added some degree of data integration, and they've got better about device management, but you've come at it from the complete opposite. You did all that stuff first and then added the presentation layer.  Christophe Billaud: Exactly that, and again, that's what makes us a little bit particular and that's what is interesting in our positioning today as we'll talk about later, but we think there is a shift between from the AV to also an IT world. That's what makes our offer interesting for the integrators, I think.  David: How do you see that shift happening, is it just in the discussions or who's in the meetings, that sort of thing?  Christophe Billaud: Of course when we discuss this with our customers and partners, but we see that in projects, it seemed that before most of the projects were about only broadcasting media with few interactions, almost no integration with the information system, even on the Seabright network.  But now it seems that there is a real trend towards exploiting the huge amounts of data that companies have. Everybody's talking about data mining, et cetera, but people usually don't truly know how to use that, but I think it's really a change for the industry, for the digital signage industry, because there is a great opportunity to use and make the most of these data with digital signage. There was a possibility with platforms like ours to make these data visually accessible to the workers and customers and to use also this data to condition and to trigger the content to make it really efficient. So I think it's a real opportunity for all the industry.  David: Yeah, I think it's really important to focus on data just because there's been this endless problem in the digital signage industry of how do you keep the screens populated with fresh content and relevant content? And the way you can really do that and make it hyper-relevant is using data from information systems that matter, and as you say, content that can be triggered and shaped and everything else by what the system is telling you.  Christophe Billaud: Yes, and that gives also the possibility to have a wider customer range, because before digital signage was retail, banking, corporate, but now we see that it's across all verticals, can be manufacturing, logistics, healthcare, and what is really interesting is that digital signage is shifting from a “nice to have” application to a business-critical application.  So that's really important for the customer because you are really optimizing for productivity and also for the system integrator because you are not just offering simple digital signage, like a loop, but you will offer a business application to the customer. So the value is not the same in the profit also. So that's really important for all the industry.  David: Most of your business historically has focused on France and Western Europe, right?  Christophe Billaud: Yes, historically. But for example, we have been selling to Asia in China for almost 15 years now. David: Are there particular verticals or types of companies that you tend to have worked with?  Christophe Billaud: We work in all verticals, but it's true that we have a lot of banks in our portfolio. I was mentioning China, for instance, we're having China City Bank, Bank of Communication, Rural Bank. In Hong Kong, we have the ICBC. We had an interview with Nedbank, South Africa some days ago. In the Middle East, and of course some banks in Europe. So we have a lot of banks in our portfolio, I think because security is really an issue for them and to have a really robust infrastructure and that's what we offer with out software. So yeah, baking is something really in our portfolio, but again, we have a really good market share and corporate and retail, and now we see a lot of new projects in manufacturing, supply chain, logistics as well.  David: There's a lot of options out there. Why is it that they would go with you guys, given so many companies selling software solutions? Christophe Billaud: Yes, I think we're talking about the shift from AV to IT, I think that's one y point for the partners now because we believe that in most projects like that when you have to integrate data, it's not only an AV project anymore because you have to integrate this data. You have to find a software solution, which is agile enough to be able to integrate the data at the beginning of the project but to make it evolve also, and that's really important because almost everybody is capable of hard coding and bespoke development for a project at the beginning. But you have to keep in mind that the project will evolve. You have to connect to the legacy system, but to all the new applications, et cetera. So you need to get the system, which is agile enough to do and thanks to where we come from, we have this data integration capability, which is really simple. You just have to set parameters, and that really helps the partners to follow the customer and to follow the project, and there are all the things that are really important when we are going on any project. Because when we are talking about data integration, that means that you are in the company network. Before, usually with the projects, we were on a different network because there was no integration with the information system. Now, when you are in the network, of course, you will have security concerns. You have to make sure that your software would comply with it and security rules. So you must make sure that you have really robust software, that's also something that we offer, and the last thing that we see is that today most projects are not only traditional displays anymore, but you have a lot of new devices coming to the field. Of course, you have SOC inside the display, but you will have tablets, you have smartphones, kiosks, even IoT devices sometimes. So you have a broader range of devices, and usually the traditional AV integrator, they are not used to that. So they are asking for tools, how can I manage these devices? How do I integrate this data? We will help them by providing them with the tool, and of course, the partnership and the service to follow them. David: The kind of partners that you have in different countries, do they tend to be more on the IT side systems integrators side, then on the AV side and that's traditionally putting in conference displays and things like that. Could they work with your platform? Christophe Billaud: Oh, yeah, sure. I mean, we have more AV partners than IT partners because this market is coming from the AV. So since the beginning, we had AV partners, but now it's true that we see new competitors for the AV industry, pure IT integrators because they can see digital signage project as a traditional IT project because, for them, displays like a screen, a player is like a PC. You have a network, you have data, so for them, it's an IT project, but of course, this is a company that will miss all the expertise on content, on these kinds of things, and I think that AV companies are going to take the skills of IT companies to be able to face this new competition.  So to answer your question, we had a lot of AV integration companies. We still have a lot and most of our partners are still AV companies, even if we have a new kind of partners like Gemini or this kind of IT company because I think that bigger companies see digital signage as an interesting market, because it's not small project in silo in a company, but it can be across different services in bigger companies worldwide.  David: As I mentioned earlier, there's a whole bunch of digital signer software options out there, and a lot of them are kind of islands of activity like you log into a digital signage system, you do all your content management and everything out of that, but it doesn't really relate to other systems it's its own thing. Do you see the future being much more where digital signage is just a component of a larger sort of AV/IT initiative?  Christophe Billaud: Yes, I think we will have a lot of interaction between digital signage in global projects, and it will not be just a digital signage project. That's why we think that's our strategy, which is to focus on developing software is a good strategy for that because it will be something independent that will be able to interconnect with any kind of IT equipment in the company.  David: Is it getting easier to extract and use data from different kinds of business systems than that in the past?  Christophe Billaud: Easier, I'm not sure of because you have more and more applications, you have legacy applications, new applications, so I would not say that it's easier because you have a lot of data or multiple choices. That's why, I mean, it's really important to have a platform, which is really agile where you have just to set parameters, because if you make bespoke development, then you're stuck with what you have done at the beginning, it's really difficult to make it evolve and difficult to maintain and it's really costly.  David: How do you encourage a sniff test on this sort of thing? Like with all these companies now saying, yes we do data handling, we do data integration. We can show real-time data.  You've been doing that for 20-30 years. I suspect there's a difference between what some cloud-based CMS is saying and what you're saying. So if I'm an end-user, how do I sort out what's good, and what's kind of threadbare?  Christophe Billaud: Yes. Sure. As you mentioned, everybody can say that they do data integration or even device management. But I think that the main difference is in the way you do it. Again, you can make bespoke development to be connected to one specific application. That will work. You can do it by coding but then you have a lot of different data sources when you want to change regularly the data structure, when you want to do a lot of things like that and make it evolve. If you don't have just an easy software with parameter setting, which is ready to connect to different applications, that would be a nightmare. So all companies will be able to connect one specific application by coding. Everybody can do it, but to have software be able to connect to different application data sources, databases, just by setting parameters and to make it evolve reasonably, it's really something different.  I mean, for all these users and all the integrators, I would say just come and talk to us where you can test out the software easily, see how it works, and how easy it is to use.  David: think you have a lot of data connectors already pre-written, right? Christophe Billaud: Yeah, that's the mechanism we have. We choose all of that and we also build a partnership with different companies and to be able to make that, for instance, we just launched a partnership with SAP in manufacturing. That's something really important to have access, to all this data and to be able to beta serve all these customers, to make all these data visually accessible again in manufacturing or transportation or logistics, for instance.  David: So if you're hooking into an SAP system or something, is that relatively easy or is that like a quarter million dollar job?  Christophe Billaud: No, it can be easy. I mean, like in every project, it depends on how far you want to go, how much data do you want to extract, the process you have, but no, once again, it can be something really easy to use.  To begin a project, it's not a hundred million dollars and it can be done in some really easy steps. David: When you're working with larger enterprise-grade companies and talking about things like data to data handling and device management, are they asking you about that, or are you selling that into them? Saying this is the sort of thing that you could do or do they already know.  Christophe Billaud: With large companies, I would say it depends on the verticals. For instance, in banking, they are used to doing that to get the financial data and the extraction into their information system. But for instance, manufacturing or transportation, logistics, they don't really have the use case. They don't even think of digital signage sometimes. So we have to tell them, yes, we can do some kind of digital dashboarding of what you can extract from your information system, from your ERP, and what you can have.  I mean, they usually don't think of it. So in some industries, that's something really new. So we have to tell them about what we do, for example, all the verticals to the manufacturing and logistics, we tell them that it's possible with digital signage. David: Once you tell them about it and explain that you can visualize your KPIs on the production floor of a factory or whatever. Do they still have to think about it and rationalize it, or they kind of conclude that would be very useful?  Christophe Billaud: Really most of them think that it's really useful. It's just that they have to find the time to make it. But yes, it's really a prediction game and something that is really important for them because they're always trying to find a way for the manufacturing to really bring this information in front of the worker when they are working and it's always a nightmare. And that gives them these possibilities, and what is interesting with digital signage that you can have a mix between these KPI information coming from the information system, mixed with security information or in general communication, that's also something important.  David: Yeah. I'm sure that if you just have screens up telling you what the production volumes are and all that, after a while it starts to become a wallpaper. But if you can blend it on other things, then people are going to look at it repeatedly.  Christophe Billaud: Yeah, exactly, and sometimes it's really prediction-oriented, meaning that when the guys are working on a specific operation, we will trigger the right content to tell him what he's doing right now two minutes after bringing another media. So, as I said before, you can make the data visually accessible and also trigger the right information during the operation process. That's also very important  David: Where does Telelogos start and stop in terms of services?  There are increasingly software companies who are becoming quasi integrators and also consultants on everything else. What's the scope of services you guys offer?  Christophe Billaud: Yeah, that's an interesting point. We have seen a lot of companies like that. I mean, coming from software and being integrators mostly in retail, because they want you to get there and say, “Okay, we do software, we got a name. We can have the project.” We do not think that's a good idea. We will keep our business model, which is really clear. We just do the software and we sell through via our business partners. First reason is that the integrators, they are our partners. If we become a service and be an integrator, we become a competitor to our partners and that's not what we want to do, and secondly, I think that's not the trend of the market. If you look at the not only digital signage market but globally speaking for example on IT, we see that a lot of companies tried in the past to make software and then to add services. But finally, that you didn't make it because it's a different job, and again, you have your partner as a competitor, and we also feel when we discuss with customers now, especially large customers, that they want to build the best solution to be free. Sometimes they want to change a piece of the puzzle, not to be stuck with one partner and each priority solution. So I think for the customer, it's really important to be free and to have one integrator, which is the best solution, and if the customer is not happy with one or the other, then it can change. I think one of the reasons also that digital signage projects, some years ago, where you just launch a project or a new concept in retail, for instance, and this concept will be the same for five years now. We see that there are a lot of needs for evolution, not only with the pandemic, but globally speaking. So you need to change the concept to change something, to connect to another data source, to do something new, and that means that you also need agility and you have to change that, and the last thing about that is that the digital signage project is also evolving, meaning that before you had one digital signage project in silo, in a company and more in a big company, we see several projects in different services in retail and supply chain then corporations and they will have different needs and they will not take one vendor that has a different solution every time, sometimes they will want to validate one software, one solution to use it for different services, sometimes not. So they want to be free to change, and so I think that the future of the markets, that the company will choose their solution and they will choose an integrator to make the whole project.  David: Yeah. I certainly hear that over and over again, that they don't want to deal with five different vendors, all pointing their fingers at each other when there's a problem, that they want to deal with one person, one company.  Christophe Billaud: Yeah, I mean, they can have just one company in front of them, but inside the project, you have different solutions. I think that's important for them, and when we are coming to IT, also in terms of security for the IT people, I think it's important for them to validate software security validation takes time in big companies. It's really important. So if, for example, in a big company, they have 5 or 10 different digital signage projects, because one is for retail and one is for corporate, etc. They don't want to validate 10 different software, but once they validate one, which is good for all that they are doing, they're usually happy to use it for different uses, and then they will choose an integrator to integrate all the solutions.  David: Tell me about CLYD, it's a device manager, but it's its own entity. Is it not?  Christophe Billaud: Yes, it is because CLYD is a device management software. It's included in our digital signage suites media for display. So when you buy the entire digital signage solution, you have it on board, but there's also software and mobile device management, which is used on its own to manage mobile projects. David: So it can be completely distinct from a digital signage project?  Christophe Billaud: Exactly. It can be totally distinct, but of course, it's really useful in digital signage because it will allow you to manage not only the content with CMS, but to manage the device themselves, players, the displays, and that's also something which is more and more important that asking our partners and customer because they want to make sure that the project is working 24 hours a day, seven days a week, to make sure everything is working by having software, hardware, inventory, to also be able to make what we call preventive maintenance. And that's with this software, we can monitor any critical elements of the PC, so we can check the hardware software, the disc space, the fire, the nature studies, et cetera, and when there is a problem, automatically we'll have alarms and we can launch automatic action to prevent or fix the problem. David: Do you sense that your buyer base, your customers understand the value of device management more than perhaps they did in the past?  Christophe Billaud: Oh, yes, they do. That's for sure, because, again, before digital signage was just a project on the side. Even sometimes IT didn't even know that they had digital signage because it wasn't on their own network. Now that it's coming to the IT infrastructure, that's a must to manage the device, not only to make sure that it's working, but it's also to ensure security, to make sure that it complies with IT and security rules. For example, when today we have a lot of Android devices going on the field, I don't even know if the customer knows how many devices, Android devices, which are deployed are rooted systems, just because it's easier for the manufacturer and for the software provider to have a rooted system because, and it's a little bit technical, but in Android to make some particular function like reboot, or to make a silent installation, you have to get some special rights, but when you have a rooted system on your network, such a huge security breach. So that's why you need a real device manager, which is loaded by Google and by Android to be able to pair from all these features and to ensure the security of the device, but now in big companies, security's just a must and device management also is a must.  David: The company started to take a look at North America as a market to expand into, I know you already have some partners there, but you're taking a serious look now at North America. Correct?  Christophe Billaud: Yes, completely. As we mentioned before, our major footprint in EMEA. We have a lot of customers in Asia also, in Africa. We now have an office in Mexico actually. But in the US even, we have some partners, and now we will have some nice customers, but it was some opportunities. Now we want to expand our footprint in the US. That's really important for us, so to find new partners and we are also looking for an acquisition or merger or strategic partnership in North America to be able to accelerate and to really be able to build a real transnational company in EMEA, Asia, and America. David: Is it a challenge to reach from France or because you've been doing Asia and elsewhere, it's just another market?  Christophe Billaud: It's not just another market, I think. North America is a huge market. It's a good market, a technical market. I mean, there are a lot of competitors there, and I think it's difficult to go quickly and have great visibility without having a local partner. That's why we're really looking for a strategic partnership there.  David: How was that going so far?  Christophe Billaud: So far we are just trying to find the right company, but we are still looking for that. So if some company is interested to contact us to discuss it, we will be of course, totally open. David: I speak with software companies and with private equity and VC companies, and there's a lot of shopping happening, right?  Christophe Billaud: Yes, that's true. David: So it's a competitive market in its own way. There's a lot of companies saying we would entertain a discussion and there's a lot of VCs saying we would love to be able to be introduced to X and Y. Christophe Billaud: Yeah, that's true, I mean digital signage, I would say is a recent market. So like all emerging markets, there are a lot of small companies and now they're reserved for consolidation, so that's totally natural, and it's true that there is a lot of consolidation now. But it's not that easy to find the right company with the same strategy and this mentality. David: Yeah, there are lots of people who would happily sell to you, but do you want to buy them?  (Laughter) All right, Christophe, that was terrific. I appreciate you spending some time with me.  Christophe Billaud: Thanks a lot, Dave. 

  Update: Provision for David’s House (Audio) Eve Brast - 4/4/21 Eve said: The Lord instructed us to update the David’s House page. Recently, the owner of David’s House has given a deadline of May 2nd for the purchase of David’s house before the house would be put on the market. The Lord had me come across the information that had been sent out to everyone in larger UBM of where to send donations for David’s house and I was reminded of the original dream revelation shared below.  After the first and only time we mentioned the revelation below of an offering for David’s house the donations of the saints had fallen off mostly because it was "out of sight, out of mind".  We came to believe that maybe the Lord would provide for the rest of what was needed for the purchase of the house through the GCR. But Father showed me in another dream this morning that this other way was not the method that He chose to use for this but His original command below. Because of this, the Lord had been impressing me that we needed to bring this up before the saints again as a reminder that this is how He has ordained for the provision for the purchase of the house. But I was uncertain that I was hearing clearly from the Lord and didn’t want to get into works to bring to pass what we were having faith for. I believe that one of the reasons for this is because He desires to bless our listeners for their sacrificial gifts to bless David. David has sacrificed his life and the majority of all his resources, continually, over the lifetime of this UBM ministry that the Lord gave him in order to meet the needs of all the brethren. 1 Ch 29:1-9   And David the king said unto all the assembly, Solomon my son, whom alone God hath chosen, is yet young and tender, and the work is great; for the palace is not for man, but for Jehovah God. 2 Now I have prepared with all my might for the house of my God the gold for the things of gold, and the silver for the things of silver, and the brass for the things of brass, the iron for the things of iron, and wood for the things of wood; onyx stones, and stones to be set, stones for inlaid work, and of divers colors, and all manner of precious stones, and marble stones in abundance. 3 Moreover also, because I have set my affection on the house of my God, seeing that I have a treasure of mine own of gold and silver, I give it unto the house of my God, over and above all that I have prepared for the holy house, 4 even three thousand talents of gold, of the gold of Ophir, and seven thousand talents of refined silver, wherewith to overlay the walls of the houses; 5 of gold for the things of gold, and of silver for the things of silver, and for all manner of work to be made by the hands of artificers. Who then offereth willingly to consecrate himself this day unto Jehovah? 6 Then the princes of the fathers houses , and the princes of the tribes of Israel, and the captains of thousands and of hundreds, with the rulers over the king's work, offered willingly; 7 and they gave for the service of the house of God of gold five thousand talents and ten thousand darics, and of silver ten thousand talents, and of brass eighteen thousand talents, and of iron a hundred thousand talents. 8 And they with whom precious stones were found gave them to the treasure of the house of Jehovah, under the hand of Jehiel the Gershonite. 9 Then the people rejoiced, for that they offered willingly, because with a perfect heart they offered willingly to Jehovah: and David the king also rejoiced with great joy.  This original method is what God desires to use for the sake of His people.   I Have Prepared With All My Might for the House of My God Eve Brast - 4/2/21 (David’s notes in red) I dreamed that David was merged with President Trump and was sitting in front of me and slightly to the right. (His head was larger than normal and it was Trump’s face that predominated his appearance even though they were merged together.) (We have been expecting that the David Man-child reformers will come to power parallel to Cyrus Trump conquering Babylon. Daniel was promoted over Babylon on the night that Cyrus conquered Babylon.  They became parallel!) David was telling me all about the GCR and how it was going to solve so many financial issues for people and for the financial situation for his house as well. Then the voice of the Lord spoke from above and behind me saying something like, “It shall not be so with David’s house.” I can’t remember everything He said but I understood, in the dream, that the GCR was not going to happen in time for the deadline of the purchase of his house.  (The first deadline was 4-1-21 when the GCR was touted to come but that day came and went and it didn't happen and now we know why but we cant tell anyone yet.)  Then I woke up. I was pondering the dream this morning when Missy received a confirmation of this correction. The trust in the GCR for the provision was the ‘Ishmael'. The original plan and promise, 'the Isaac' was that the saints of God in UBM would provide for the purchase of David’s house according to the dream revelation in the original broadcast here: Provision for David’s House Eve Brast - 12/8/19 (David’s notes in red) (I am a little apprehensive because I have never asked anyone for money but I will share Eve’s revelations in obedience to the Lord’s Word.)  Eve said, I had asked Father to give me a dream or a Word concerning how David would be able to purchase His house that he is currently in after our meeting on Thanksgiving. David shared a Word I had received from the Lord on 11/26/19 concerning Father’s provision for the purchase of his house which He had promised to him. The owner was going to sell the house but was offering David the first chance to buy it and has checked back with him several times. Then the dream and Word below is what The Lord gave me.  Here is a portion of that Word on 11/26/19. I asked Father concerning some of David's questions… then I asked “What about David's house?” And Father said, (Speaking to David) “Do not be anxious or troubled concerning the house. I have desired it for My dwelling place. I will not allow it to be sold to another, though they may try. It will not succeed. I will provide for the purchase.” I asked for a confirmation of this word with a couple of quarters that I keep on my nightstand that rarely come up all heads and I got 2 heads for confirmation. Then I asked for a random word by faith and my finger was on Psalm 33:13,(9-22 for context): 9 For he spake, and it was done; He commanded, and it stood fast. 10 Jehovah bringeth the counsel of the nations to nought; He maketh the thoughts of the peoples to be of no effect. 11 The counsel of Jehovah standeth fast for ever, (Notice the confirmation three times that what Father promised He would do.) The thoughts of his heart to all generations. 12 Blessed is the nation whose God is Jehovah, The people whom he hath chosen for his own inheritance. 13 Jehovah looketh from heaven; He beholdeth all the sons of men; 14 From the place of his habitation he looketh forth Upon all the inhabitants of the earth, 15 He that fashioneth the hearts of them all, That considereth all their works. 16 There is no king saved by the multitude of a host: A mighty man is not delivered by great strength. 17 A horse is a vain thing for safety; Neither doth he deliver any by his great power. 18 Behold, the eye of Jehovah is upon them that fear him, Upon them that hope in his lovingkindness; 19 To deliver their soul from death, And to keep them alive in famine. 20 Our soul hath waited for Jehovah: He is our help and our shield. 21 For our heart shall rejoice in him, Because we have trusted in his holy name. 22 Let thy lovingkindness, O Jehovah, be upon us, According as we have hoped in thee. 11/30/19 I dreamed that I and my oldest (first-born) son Noah, who was 9 years old in the dream, were going on a mission field trip with local and larger UBM. (I believe that I and Noah represent the corporate body of the first-fruits. We are representing the whole of the corporate UBM body also.)(The first-born of the Bride has the 9 fruits of the Spirit.  David as a type of the Man-child is God’s first-born Son in this text. Psa 89:27  I also will make him my first-born, The highest of the kings of the earth.)  (I literally got this same word when I asked for a random word in real life for Noah 3 years ago.) We were all going to this huge multi-story white marble mansion that was not more than 3 stories. (Our Father's house). It was very bright outside as the sun shone down on us and upon the mansion as we were approaching it. (The three stories represent three levels of maturity) Isa. 60:1-5, 1 (Addressing the Bride, Father says,) Arise, shine; for thy light is come, and the glory of Jehovah is risen upon thee. 2 For, behold, darkness shall cover the earth, and gross darkness the peoples; but Jehovah will arise upon thee, and his glory shall be seen upon thee. 3 And nations shall come to thy light, and kings to the brightness of thy rising. (First God manifests the glory to the Bride and then He brings His people out of Babylonish captivity to come under the Bride as it was originally in the time of David.) 4 Lift up thine eyes round about, and see: they all gather themselves together, they come to thee; thy sons shall come from far, and thy daughters shall be carried in the arms. 5 Then thou shalt see and be radiant, and thy heart shall thrill and be enlarged; because the abundance of the sea shall be turned unto thee, the wealth of the nations shall come unto thee. (Jer 3:14-17  Return, O backsliding children, saith Jehovah; for I am a husband unto you: and I will take you one of a city, and two of a family, and I will bring you to Zion.  15  And I will give you shepherds (the Man-child reformer body) according to my heart, who shall feed you with knowledge and understanding.  16  And it shall come to pass, when ye are multiplied and increased in the land, in those days, saith Jehovah, they shall say no more, The ark of the covenant of Jehovah; neither shall it come to mind; neither shall they remember it; neither shall they miss it; neither shall it be made any more.  17  At that time they shall call Jerusalem the throne of Jehovah (Notice Jerusalem is the Bride and now she is the throne of the Lord along with their King David, representing the Man-child, who was caught up to the throne in Rev.12. Rev 3:21  He that overcometh, I will give to him to sit down with me in my throne, as I also overcame, and sat down with my Father in his throne. And then we see the nations of God’s people come to the Bride and Man-child to be under their rule as it was in David’s time.); and all the nations shall be gathered unto it, to the name of Jehovah, to Jerusalem: neither shall they walk any more after the stubbornness of their evil heart.) (Notice the “Name" of the Lord is synonymous with the Bride and Hebrew word name means, "nature, character and authority”. This speaks of the Brides maturity.) When we got inside and my eyes were adjusted, I saw beautiful, polished marble floors throughout and a large grand staircase with cherrywood banisters curving up to the 2nd floor. There were elegant crystal chandeliers and many, many rooms. (John 14: 2-4, 2  In my Father's house are many mansions; if it were not so, I would have told you; for I go to prepare a place for you. 3 And if I go and prepare a place for you, I come again, and will receive you unto myself; that where I am, there ye may be also. 4 And whither I go, ye know the way.)  The rooms that I saw were furnished with antique cherrywood furniture and antique maroon Persian rugs of different designs.  (This is a type of the house of God at the beginning which we should have never departed from to go into captivity in Babylon.) Isa. 46:9-13, 9 Remember the former things of old: for I am God, and there is none else; I am God, and there is none like me; 10 declaring the end from the beginning (Notice that this glorious house of God which represents His people in the beginning will also be in the end.), and from ancient times things that are not yet done; saying, My counsel shall stand, and I will do all my pleasure; 11 calling a ravenous bird from the east, the man of my counsel (Cyrus, a type of Trump to conquer Babylon) from a far country; yea, I have spoken, I will also bring it to pass; I have purposed, I will also do it. 12 Hearken unto me, ye stout-hearted, that are far from righteousness: 13 I bring near my righteousness, it shall not be far off, and my salvation shall not tarry; and I will place salvation in Zion for Israel my glory.  Jer. 6:16,Thus saith Jehovah, Stand ye in the ways and see, and ask for the old paths, where is the good way; and walk therein, and ye shall find rest for your souls: ... There were also many beautiful rooms with large libraries with shelves and shelves of books from floor to ceiling and large antique fireplaces with vigorous fires burning. (In God’s original house there is much knowledge available to His children but they have followed after Babylonian religion.). (Studying the Word of God will burn up the flesh.) There were many study desks made of cherrywood and beautiful antique upholstered tapestry couches and chairs for sitting and reading or studying. 2Ti. 2:15 KJV, Study to shew thyself approved unto God, a workman that needeth not to be ashamed, rightly dividing the word of truth. Jos.1:8, This book of the law shall not depart out of thy mouth, but thou shalt meditate thereon day and night, that thou mayest observe to do according to all that is written therein: for then thou shalt make thy way prosperous, and then thou shalt have good success. Ezr. 7:10, For Ezra had set his heart to study the Law of the LORD, and to do it and to teach his statutes and rules in Israel. 1Th 4:11, and that ye study to be quiet, and to do your own business, and to work with your hands, even as we charged you; To the right of us past the foyer was a large kitchen that looked similar to a kitchen in a high end restaurant it was all stainless steel and there were many round tables beyond that for people to eat at. (In Fathers house all hunger and thirst for truth is met. Jesus, who is the Word is also our bread as He said in John 6:35-51, 35 Jesus said unto them.  I am the bread of life: he that cometh to me shall not hunger, and he that believeth on me shall never thirst. 36 But I said unto you, that ye have seen me, and yet believe not. 37 All that which the Father giveth me shall come unto me; and him that cometh to me I will in no wise cast out.) David led us all up the grand staircase to the second floor. When we got to the top I realized that it was a children’s cancer hospital. (God’s children are living under the curse of death, which is like a cancer in our souls.)  There were many patient rooms. But I didn’t see any nurses or doctors. We were the ones who were there to minister the Word and healing to the children and their families. (His house has the cure because His disciples have the “Bread of Life."). We all paired off into twos. Noah and I paired up and then we all went around ministering to the sick children and their families. (Noah and I are representing the whole of the corporate UBM body also.) Mar. 6:7-15, 7 And he calleth unto him the twelve, and began to send them forth by two and two; and he gave them authority over the unclean spirits; 8 and he charged them that they should take nothing for their journey, save a staff only; no bread, no wallet, no money in their purse; 9 but to go shod with sandals: and said he , put not on two coats. 10 And he said unto them, Wheresoever ye enter into a house, there abide till ye depart thence. 11 And whatsoever place shall not receive you, and they hear you not, as ye go forth thence, shake off the dust that is under your feet for a testimony unto them. 12 And they went out, and preached that men should repent. 13 And they cast out many demons, and anointed with oil many that were sick, and healed them. When we had visited and ministered to everyone, we followed David back down the stairs and gathered over near the large kitchen.  There was a commotion in the kitchen amongst the kitchen staff and the chefs that prepared the food and served it to the sick children and their families, but I couldn’t make sense of it.  I saw the CEO of the hospital, who was dressed in a suit and white dress shirt, come into the kitchen to hear the complaints of the chefs and staff. He was an older man with grey hair. (The Chief Executive Officer represents the Father who is over all His house.)  David was quietly talking with the men in our group when I heard the CEO say,  “Okay. No problem. I’ll take care of it.“  Then He called David over to the kitchen with a large beckoning motion of his right arm.  David humbly and quietly slipped over to the CEO's right side, kind of looking down with his hands in his pockets as if uncomfortable with the attention being called to him. (Humility is a requirement in order to serve the Father and His kingdom and people. Pro. 29:23 A man's pride shall bring him low; But he that is of a lowly spirit shall obtain honor. Pro. 15:33, The fear of Jehovah is the instruction of wisdom; And before honor goeth humility.) I then noticed that David was wearing the same suit as the CEO. (Representing Heavenly works of the Father) The CEO put his right arm around David’s shoulder and gave him a squeeze and smile of approval and told the distraught chefs that, “David will take care of it.“ (John 14:12 Verily, verily, I say unto you, he that believeth on me, the works that I do shall he do also; and greater works than these shall he do; because I go unto the Father.) I went over closer so that I could hear what all the fuss was about. I heard the chefs telling David that they were out of loaves of bread to feed to the sick children. (The chefs represent ministers in Father’s house who prepare spiritual food for His children.  In much of Father’s house they have no bread to make his children healthy and mature.) There was a large, deep, metal serving pan on one of the counters and I watched David place his hands on both sides of the pan. He bowed his head and closed his eyes and prayed and blessed it. Then suddenly it was filled to the top with many loaves of bread. (Jesus multiplied the fishes and the loaves and so does the Man-child body of our day) (2 Co. 9:10 And he that supplieth seed to the sower and bread for food, shall supply and multiply your seed for sowing, and increase the fruits of your righteousness:  Ecc. 11:1-2, 1 Cast thy bread upon the waters; for thou shalt find it after many days. 2 Give a portion to seven, yea, even unto eight; for thou knowest not what evil shall be upon the earth. ) As David multiplied the loaves representing the Word, everyone let out a gasp of astonishment and there was a brief silence before the entire kitchen staff erupted into exclamations of wonderment and praises to God. (The chefs in much of God’s house do not have the bread or Word to feed God’s children to bring them into the image of Christ, but David is meeting their needs by multiplying the bread. Jesus also multiplied the wine. The bread and wine are the body and blood of Christ and we need both. Jesus said it was essential that eat this bread for eternal life. John 6:47 Verily, verily, I say unto you, He that believeth hath eternal life. 48 I am the bread of life. 49 Your fathers ate the manna in the wilderness, and they died. 50 This is the bread which cometh down out of heaven, that a man may eat thereof, and not die. 51 I am the living bread which came down out of heaven: if any man eat of this bread, he shall live for ever: yea and the bread which I will give is my flesh, for the life of the world.  52  The Jews therefore strove one with another, saying, How can this man give us his flesh to eat? (Jesus was the Word made flesh) 53  Jesus therefore said unto them, Verily, verily, I say unto you, Except ye eat the flesh of the Son of man and drink his blood, ye have not life in yourselves.)  They were so happy that they had enough bread now to feed the children in the hospital. (We have fought Satan and his helpers to get the bread multiplied just as they have fought to take it down. The fullness of the bread or Word will cause the children to feel their hunger is being satisfied. This fullness is who Jesus is. It is the seed that manifests Him.) David tried to slip away quietly while everyone marveled at the miracle that had just taken place, but the CEO called David back over to his side and announced to everyone that he was presenting a reward to David for his faithful mission work at the children’s cancer hospital. (Isa. 33:15-17, 15 He that walketh righteously, and speaketh uprightly; he that despiseth the gain of oppressions, that shaketh his hands from taking a bribe, that stoppeth his ears from hearing of blood, and shutteth his eyes from looking upon evil: 16 He shall dwell on high; his place of defence shall be the munitions of rocks; his bread shall be given him; his waters shall be sure. 17 Thine eyes shall see the king in his beauty: they shall behold a land that reacheth afar.) All of UBM and the kitchen staff of the hospital gathered around to watch David be presented with his reward. (Its a reward of time restored. It is also a retirement party for David’s old man.) The CEO brought out a small, polished, blonde wooden box that was lighted inside. It had a clear glass display on the front of it. Inside was an open faced golden pocket watch with a golden chain and a golden crucifixion spike attached to the other end of the chain. (In many companies its customary on retirement to give the retiree a gold watch. This one has a crucifixion to go with it.  Jesus retired his old man WITH the crucifixion spike. The spike represents staying on the cross. The time of the old man's works is over at crucifixion.  Rewarded for a time of crucifixion is, "I will restore unto you the years that... my great army which I sent among you.”)  Joel 2: 23-27, 23 Be glad then, ye children of Zion, and rejoice in Jehovah your God; for he giveth you the former rain in just measure, and he causeth to come down for you the rain, the former rain and the latter rain, in the first month . 24 And the floors shall be full of wheat, and the vats shall overflow with new wine and oil. 25 And I will restore to you the years that the locust hath eaten, the canker-worm, and the caterpillar, and the palmer-worm, my great army which I sent among you. (These enemies are given to crucify us but all that the crucifiers stole God will multiply back.) 26 And ye shall eat in plenty and be satisfied, and shall praise the name of Jehovah your God, that hath dealt wondrously with you; and my people shall never be put to shame. 27 And ye shall know that I am in the midst of Israel, and that I am Jehovah your God, and there is none else; and my people shall never be put to shame.  We received this text twice recently. Isa. 22: 20-25, 20 And it shall come to pass in that day, that I will call my servant Eliakim (meaning: "whom God will raise up” pointing to a resurrection. He is a type of the crucified Man-child who takes the place of the apostate leaders) the son of Hilkiah: 21 and I will clothe him with thy robe, and strengthen him with thy girdle, and I will commit thy government into his hand; and he shall be a father to the inhabitants of Jerusalem, and to the house of Judah. 22 And the key of the house of David will I lay upon his shoulder; and he shall open, and none shall shut; and he shall shut, and none shall open. 23 And I will fasten him as a nail in a sure place; and he shall be for a throne of glory to his father's house. 24 And they shall hang upon him all the glory of his father's house, the offspring and the issue, every small vessel, from the cups even to all the flagons. 25 In that day, saith Jehovah of hosts, shall the nail that was fastened in a sure place give way; and it shall be hewn down, and fall; and the burden that was upon it shall be cut off; for Jehovah hath spoken it. (When Jesus was "cut off" He was taken from the cross and the nail had to "give way". Then resurrection catching up to the throne came as a type for Jesus in the Man-child David’s of our day.) The time piece hung at the back of the display box to the right as the chain dipped around over to the left where the spike hung attached.  (The left is who used the spike on Jesus and the Man-child of our day but Judas, a factious leftist, also died at this time by his own hand.) David was smiling and looking down a lot because he felt uncomfortable being openly recognized for his ministry work and slipped the reward into his pocket. Mat. 6:1-4, 1 Take heed that ye do not your righteousness before men, to be seen of them: else ye have no reward with your Father who is in heaven. 2 When therefore thou doest alms, sound not a trumpet before thee, as the hypocrites do in the synagogues and in the streets, that they may have glory of men. Verily I say unto you, They have received their reward. 3 But when thou doest alms, let not thy left hand know what thy right hand doeth: 4 that thine alms may be in secret: and thy Father who seeth in secret shall recompense thee.  (I do feel uncomfortable about this but the Lord ordered that Eve present this to you and I am obeying.) We all proceeded out of the beautiful marble building, down the white steps, and onto the large stone paved area where there were outdoor tables and chairs. (Preparing for the coming marriage feast of the seven day tribulation.) David was then called to go with the CEO to discuss his next plans for David and UBM. (Concerning the crucifixion of David here, Angelica just had a dream that I died and was placed in a room and she received in the dream this represented a tomb but then she knew I was not there, meaning a resurrection happened.) I noticed that David left his journal and pen on one of the tables. So I went over and picked it up and began reading some of the prayers David had written to the Lord. It was like reading the Psalms. I read about sufferings and griefs and trials and the many prayers for his family and the sheep he cared for and then I read his prayer concerning his house. (This represents a spiritual memorial for David) In the dream I was praying for the Lord to please provide for David when a voice above and behind me said, ”Tell everyone in all of UBM to take up a collection for the purchase of David's house.” (Father told Eve to tell you this so I am just letting her say it in obedience.  I have never taken up a collection for myself or had anyone else take up a collection for me so this feels quite awkward. However I am not doing it, the Lord through Eve is.) (I know that David would never do something like this in real life out of greed or personal ambition. He has preached against the filthy lucre of the apostate church leaders for years. And has never let his own personal needs be known or taken an offering or received UBM money. He has given to everyone. He will only share this out of obedience to the Father.  A couple of months ago I learned that the owners of the house that the Lord promised to David, and which he is renting, wanted to sell it, but were giving him first choice to purchase it.  (When the owner told me this I knew it was time to buy it so by faith I told them I would buy it. Here is a little background on this house. The man and wife who rented this house before me asked me if I would come look at it with them.  So I did walk with them through the house as the realtor was showing it to them.  I said privately to the Lord as I walked, “Lord I like this place.  Could you get me something like this?”  I didn't tell them that I did this but after they got the house they were informed by the Lord that I was to own the house and they told quite a few people this but I didn’t know it. I was renting a house a few miles away. When I first saw that previous house, the Lord said, "call them".  I said Lord that house is for sale, not rent. (The Lord had told us to only rent until our own houses were provided.)  He said again, "call them". So I called the realtor who said they only wanted to sell it.  I said, "I dont care if you keep it for sale, it wont sell until I am supposed to leave.”  I said this because I had already asked the Lord to let me only rent this house until I was to leave for the house He has chosen for me to own, which is the one I am in now.  So they agreed to rent it to me. The owner thought he had the house sold seven times in a row.  Each time I told him the Lord told me the house would not sell and each time he thought it was a sure thing. My wife wanted to go find another place but I told her that we didn't need to worry, the house would not sell. After about the third time the owner said to me, "Wow, you have a pretty good record of being right.”  I said, “Its not me, its the Lord". He was a Methodist and really didn't know the Lord would talk to us. After that he would ask me every time and I would tell him the same thing until the 8th time when I felt differently in my spirit so I asked the Lord if it was my time to go to my house and reached in my pocket and pulled out 3 coins and they were all heads for YES. So I called across town to one of our studies and asked them to get a confirmation so 5 of them threw coins on the floor and they all came up heads. 8 heads in all for the 8th time.  The house sold and the couple who were renting my future house had already invited me to come stay with them. When they decided to leave I took over the rent and am still here. Like they told everyone, "God said David was to have the house". :o)  Its not a fancy house but its the only one on this mountain and its quiet woodsey with lots of wildlife, just like I like it. We have a prayer and Bible meeting here with a few of us 6 days a week and win a lot of battles for our country and the Church by Father’s grace.  Since the owners were wanting to sell now, I was wondering if David might have to move again so I asked the Father to give me a word by faith at random concerning the house situation and my finger was on Psa. 68:16, Why look ye askance, ye high mountains, At the mountain which God hath desired for his abode? Yea, Jehovah will dwell in it for ever.) (In this case the house of David is on a mountain even as king David’s was.)   Then I was reminded of another Psalm. Psa. 132:1-18, 1 Jehovah, remember for David All his affliction; 2 How he sware unto Jehovah, And vowed unto the Mighty One of Jacob: 3 Surely I will not come into the tabernacle of my house, Nor go up into my bed; 4 I will not give sleep to mine eyes, Or slumber to mine eyelids; 5 Until I find out a place for Jehovah, A tabernacle for the Mighty One of Jacob.  6 Lo, we heard of it in Ephrathah: We found it in the field of the wood. 7 We will go into his tabernacles; We will worship at his footstool. 8 Arise, O Jehovah, into thy resting-place; Thou, and the ark of thy strength. 9 Let thy priest be clothed with righteousness; And let thy saints shout for joy. 10 For thy servant David's sake Turn not away the face of thine anointed. 11 Jehovah hath sworn unto David in truth; He will not turn from it: Of the fruit of thy body will I set upon thy throne. 12 If thy children will keep my covenant And my testimony that I shall teach them, Their children also shall sit upon thy throne for evermore. 13 For Jehovah hath chosen Zion; He hath desired it for his habitation. 14 This is my resting-place for ever: Here will I dwell; for I have desired it. 15 I will abundantly bless her provision: I will satisfy her poor with bread. 16 Her priests also will I clothe with salvation; And her saints shall shout aloud for joy. 17 There will I make the horn of David to bud: I have ordained a lamp for mine anointed. 18 His enemies will I clothe with shame; But upon himself shall his crown flourish.  (I received by faith at random, "Jehovah will build thee a house” in, 1Ch 17:9-10  And I will appoint a place for my people Israel, and will plant them, that they may dwell in their own place, and be moved no more; neither shall the children of wickedness waste them any more, as at the first,  10  and as from the day that I commanded judges to be over my people Israel; and I will subdue all thine enemies. Moreover I tell thee that Jehovah will build thee a house.) (The few of us who knew about this situation were praying for the financial provision needed.)  So in the dream I called All of UBM together and announced the collection that the Lord had spoken concerning David’s house. (It is in obedience to this portion of the dream, that we are sharing this with larger UBM. Father is wanting to use us all in His purpose for this situation, that His will be fulfilled. It is purely out of obedience that we share this and not for any other reason.) And we all gave sacrificially as much as we could both small amounts of money and large. I woke up as I was looking at the large woven basket of donations that we had all taken up and we were all excited to present it to David when he returned from his meeting with the CEO. (I believe the woven basket represents our combined and interwoven efforts to bless David with the funds needed for the purchase of his house.) (This could represent spiritual resurrection and being caught up to the throne?) I asked for a text by faith at random for this dream and my finger was on “my steps “ in Psalms 17:5, a prayer of David, (1-15), 1 Hear the right, O Jehovah, attend unto my cry; Give ear unto my prayer, that goeth not out of feigned lips. 2 Let my sentence come forth from thy presence; Let thine eyes look upon equity. 3 Thou hast proved my heart; thou hast visited me in the night; Thou hast tried me, and findest nothing; I am purposed that my mouth shall not transgress. 4 As for the works of men, by the word of thy lips I have kept me from the ways of the violent. 5 My steps have held fast to thy paths, My feet have not slipped. 6 I have called upon thee, for thou wilt answer me, O God: Incline thine ear unto me, and hear my speech. 7 Show thy marvellous lovingkindness, O thou that savest by thy right hand them that take refuge in thee From those that rise up against them. 8 Keep me as the apple of the eye; Hide me under the shadow of thy wings, 9 From the wicked that oppress me, My deadly enemies, that compass me about. 10 They are inclosed in their own fat: With their mouth they speak proudly. 11 They have now compassed us in our steps; They set their eyes to cast us down to the earth. 12 He is like a lion that is greedy of his prey, And as it were a young lion lurking in secret places. 13 Arise, O Jehovah, Confront him, cast him down: Deliver my soul from the wicked by thy sword; 14 From men by thy hand, O Jehovah, From men of the world, whose portion is in this life, And whose belly thou fillest with thy treasure: They are satisfied with children, And leave the rest of their substance to their babes. 15 As for me, I shall behold thy face in righteousness; I shall be satisfied, when I awake, with beholding thy form. I asked for a word by faith at random for the part of the dream where Father spoke to me and said, “Tell all of UBM to take up a collection for the purchase of David’s house.” And my finger was on, “hast commanded” in Psa. 119:4, Thou hast commanded us thy precepts, That we should observe them diligently. I asked for a couple of words by faith at random for the gold watch with the spike and received, Eze. 44:18 (in context 15-18), 15 But the priests the Levites, the sons of Zadok, that kept the charge of my sanctuary when the children of Israel went astray from me, they shall come near to me to minister unto me; and they shall stand before me to offer unto me the fat and the blood, saith the Lord Jehovah: 16 they shall enter into my sanctuary, and they shall come near to my table, to minister unto me, and they shall keep my charge. 17 And it shall be that, when they enter in at the gates of the inner court, they shall be clothed with linen garments; and no wool shall come upon them, while they minister in the gates of the inner court, and within. 18 They shall have linen tires upon their heads, and shall have linen breeches upon their loins; they shall not gird themselves with anything that causeth’sweat. (Their works will not be those of the flesh) The other was Rev. 2:24-28, my finger was on the phrase, “I cast upon you none other burden”,(This could well mean that this burden of sacrifice will be enough for the righteous.)24 But to you I say, to the rest that are in Thyatira, as many as have not this teaching, who know not the deep things of Satan, as they are wont to say; I cast upon you none other burden. 25 Nevertheless that which ye have, hold fast till I come. 26 And he that overcometh, and he that keepeth my works unto the end, to him will I give authority over the nations: 27 and he shall rule them with a rod of iron, as the vessels of the potter are broken to shivers; as I also have received of my Father: 28 and I will give him the morning star.  I asked for a word concerning the chefs running out of bread to feed the children and then David having to multiply the bread for the children (We have been preparing to multiply the bread around the world and it is starting with two revivals that we know of. And the old order Babylonish leaders are falling.) and received by faith at random, Dan. 5:26, finger on “Mene," 24-29, 24 Then was the part of the hand sent from before him, and this writing was inscribed. 25 And this is the writing that was inscribed: MENE, MENE, TEKEL, UPHARSIN. 26 This is the interpretation of the thing: MENE; God hath numbered thy kingdom, and brought it to an end; 27 TEKEL; thou art weighed in the balances, and art found wanting. 28 PERES; thy kingdom is divided, and given to the Medes and Persians. 29 Then commanded Belshazzar, and they clothed Daniel with purple, and put a chain of gold about his neck, and made proclamation concerning him, that he should be the third ruler in the kingdom. (That night Cyrus (Trump) conquered Babylon.) I asked Father for a couple of random words concerning David’s “meeting" with the CEO to discuss future plans and received, Acts 9:11, with my finger on the phrase, “The street called Straight” 11 And the Lord said unto him, Arise, and go to the street which is called Straight, and inquire in the house of Judas for one named Saul, a man of Tarsus: for behold, he prayeth; ... he is a chosen vessel unto me, to bear my name before the Gentiles and kings, and the children of Israel: 16 for I will show him how many things he must suffer for my name's sake. The other was Acts 5:25, finger on “standing”, And there came one and told them, Behold, the men whom ye put in the prison are in the temple standing and teaching the people. (Like Joseph and Jesus, a type of the end time David Man-child’s, they came out of prison to minister in God’s anointing.) I pray everyone will be obedient to give what the Father puts upon your heart to contribute to this effort and His purposes that He has revealed in these revelations. Note From David   Hi Saints,  So you see that the Lord showed us prophetically and then confirmed it to us that we were to take up a collection for David’s House. This of course will be a temporary offering and will discontinued as soon as possible.   Thank you so much for your gift for this house which is used for a prayer and Bible study meeting 6 days a week. We also host visitors and minister to locals here as often as we can. This is our ministry office. It is not a fancy house but very simple.  None of the rent, utilities, internet, vehicles or legal insurance, or other costs have been born by the ministry but by me personally who receive no money from the ministry.  Other ministries claim all of this cost belongs to the ministry, yet I have born this cost along with a few who support me. Now I will continue to bear the costs except there will be no rent. This has suited me well all these years and I would not have changed a thing if the Lord had not intervened with dreams and words and direction from Him concerning His support for this house. Thank you so much for your help.  :o).  Love from your servant in Christ, David            You can send a check or money order written to David Eells, marked “For David’s House” here:  UBM  P.O. Box 231616 Montgomery, AL 36123, USA Please send your email address too so we can thank you. Here's how easy it is: Log into your account at PayPal.com. select "Pay or send money" and choose whether you're paying for goods or services or sending money to friends and family. Enter the recipient's email address, mobile number or name and click "Next" Enter the amount and click "continue".   10 : $10.00 USD - monthly 20 : $20.00 USD - monthly 30 : $30.00 USD - monthly 40 : $40.00 USD - monthly 50 : $50.00 USD - monthly 75 : $75.00 USD - monthly 100 : $100.00 USD - monthly 150 : $150.00 USD - monthly 200 : $200.00 USD - monthly 250 : $250.00 USD - monthly       Please read the note above for simple instructions on how to give without any service fee for you or us. Monthly Gift Amount       POTUS David Receives Two Houses Eve Brast - 1st week of Jan. 2020 (David’s notes in red) I dreamed that David (Representing the David Man-child body) and I (representing the Bride) were touring a house in a city. (David’s house) It was a three story house (Spiritually not physically) located on one of the main city streets. The local UBM brethren were also there touring with us. (This is the current UBM house Representing the larger UBM Bride body who are touring or passing through as sojourners, where the Bride is being matured.) The realtor lady was showing us the house. It was so clean and fully furnished in an elegant modern style. I remember that the couches were all white. (The resting place of the Bride is holy) I remember thinking and whispering to David, "This is the house I've always wanted.”  (The Bride desires the holy house ruled by the David Man-child body as King David ruled over Jerusalem that John was told was the Bride in Revelation.)  David took a white piece of paper and wrote, "$175,000" on it and handed it to the realtor. He asked her if the owners would take $175,000 for it and she was happy and said, "I'll ask them. I don't think it will be a problem." She acted like the sale was a done deal. (Amazingly, This is the price the Lord told us to offer the realtor lady for my house. This could be a physical aspect to this spiritual dream as a sign to us.  This is very unusual.) David said, "Okay, Great." And then we all walked out of that house onto the sidewalk. We walked about a block up the city street to a large mansion. (Representing our ministry to the world)  The sun shone on everything in the city and all the houses and buildings were made of white white brick or stone. Even the sidewalks were white.  As we were walking the sun was shining on all of us. I looked to my right a little ahead of me and saw Merle walking with us. (Another relative coming in) He looked over at David and said something with a big smile on his face. He looked so free and David said something back to him. His wife, Missy, was walking behind me and also joined in their conversation. We were all happy and excited. When we entered the mansion there was a fairly large entry way and beyond that was a very large living room that opened to the left of the entry way. The sun shone on everything in the city and all the houses and buildings were made of white white brick or stone. Even the sidewalks were white. (Knowing the rest of the dream, this is our "white house" but represents our expanded ministry and administration and not just one building.)  It was so large that it had high open ceilings . You could see the 2 support pillars and all the beams and rafters. All the lighting was like track lighting along the rafters and beams. (The temple of Solomon also had 2 pillars. Jachin and Boaz) (Jachin means "Yah establishes" and Boaz means “strength”.  It is the Lord in us that has the strength to establish us.) To the right of the entry way was a large kitchen with a dining area at the far back corner. On the side of the kitchen closest to the entry way was a children's kitchen. Everything was small and their size. There were 2 little blonde (Meaning submitted to the Son/Sun) girls and a blonde boy (sisters and brother) practicing making meals in the children's kitchen. (Teaching the "little sister" how to prepare the spiritual food for others.) (This is what We have been told by the Lord we will do; Get the gospel out to the world in a huge way.) The carpet in this area was evergreen in color and there was a staircase from the children's kitchen area that led up to the second and third floors. (Evergreen is the color of eternal life) (The third floor is the highest level of maturity, representing spirit, soul, and body) We went up to the second floor where all the bedrooms were. There was a children's play area and I had brought a box of old vintage toys for the children to play with. So I unpacked the box and placed the toys in the play area. The children were so excited because they had never seen these toys before. (Representing revealing the ancient paths to the younger Christians and them desiring them.) Then we went up to the third floor where there was a huge bath area. (For cleansing of the body) It was like an upscale spa with walk-in showers and massage tables and chairs. And over to my right was a large tiled patio with sliding glass doors. Outside on this patio was a large, tall, yellow water slide. There was a woman out there supervising all the children riding on the slide. There were these clear, plastic dolphins that each child would sit on to ride down the slide. The lady would also hand the children white towels to dry themselves with. (We will be able to minister the water of the Word and the importance of sanctification to the elect children of God.) I looked up at the high raftered ceilings above the bath area and saw the most beautiful floral hangings draping down. They smelled heavenly and were the most beautiful flowers I'd ever seen. (A sacrifice of a sweet smell is our sanctification and cleansing ourselves to the Lord.) Then we all went back down to the living room area and stood next to one of the support pillars. David looked to be in his thirties. (Thirty is the age at which one can enter public ministry. David, Joseph, and Jesus were thirty and the Man-child will be anointed at thirty spiritually.) There were secret service details (Angels) and men in hard hats installing surveillance cameras and monitors throughout the house. (Psa 91:10-12 There shall no evil befall thee, Neither shall any plague come nigh thy tent. 11 For he will give his angels charge over thee, To keep thee in all thy ways. 12  They shall bear thee up in their hands, Lest thou dash thy foot against a stone.)   David was now the President. (The david’s will rule in the spiritual realm like P. Trump will in the natural but the spiritual makes it possible for the natural.  Rev 5:10  and madest them to be unto our God a kingdom and priests; and they reign upon the earth. Rev 2:26  And he that overcometh, and he that keepeth my works unto the end, to him will I give authority over the nations. Heb 2:6-8  But one hath somewhere testified, saying, What is man, that thou art mindful of him? Or the son of man, that thou visitest him?  7  Thou madest him a little lower than the angels; Thou crownedst him (Man) with glory and honor, And didst set him over the works of thy hands:  8  Thou didst put all things in subjection under his feet. For in that he subjected all things unto him, he left nothing that is not subject to him. (Both Joseph and Daniel, types of the Man-child, were second only to the King on his throne representing God. The David Man-child body will rule in the earth, confirmed in other dreams - See: Our Limitless Authority in Christ and Death and Resurrection of the David’s) David said, something like, "That's not really necessary." But the secret service guys insisted. (The angels watch over our safety.). I said to David, "Well, You ARE the President of the United States."  He said something about the price of the mansion costing, "$850,000,000”.  (Possibly representing the overall ministry worth)  And I said, "Well that's a drop in the bucket since you have billions of dollars.” (Billions will come in for the Kingdom work and ministry, providing for refugees, and getting the gospel to the world. In my mind in the dream I knew it was about 8 Billion.) (In 2007 Father gave me in a vision a billion dollars to take care of His children in refuge. More recently we asked for more and He said He would give 1.6 billion. So we asked for more to provide for His people and reach the world with the gospel since we are supporting hundreds of missionaries in dangerous lands with money and literature.  I asked for “exceeding abundantly above all that we ask or think” and we get this dream. Eph 3:20  Now unto him that is able to do exceeding abundantly above all that we ask or think, according to the power that worketh in us.) David said, "Yeah. Well, I guess you're right.”   Then I woke up. I asked Father for a word for this dream by faith at random and my finger was on, "the Jews gathered" in Est. 9:2, (in context 1-5) 1 Now in the twelfth month, which is the month Adar, on the thirteenth day of the same, when the king's commandment and his decree drew near to be put in execution, on the day that the enemies of the Jews hoped to have rule over them, (whereas it was turned to the contrary, that the Jews had rule over them that hated them,)(As a direct result of Mordecai, the Man-child, and Esther, the Brides, intercession.) 2 the Jews gathered themselves together in their cities throughout all the provinces of the king Ahasuerus, to lay hand on such as sought their hurt: and no man could withstand them; for the fear of them was fallen upon all the peoples. 3 And all the princes of the provinces, and the satraps, and the governors, and they that did the king's business, helped the Jews; because the fear of Mordecai was fallen upon them. 4 For Mordecai was great in the king's house, and his fame went forth throughout all the provinces; for the man Mordecai waxed greater and greater. 5 And the Jews smote all their enemies with the stroke of the sword, and with slaughter and destruction, and did what they would unto them that hated them.      Select Language Afrikaans Albanian Amharic Arabic Armenian Azerbaijani Basque Belarusian Bengali Bosnian Bulgarian Catalan Cebuano Chichewa Chinese (Simplified) Chinese (Traditional) Corsican Croatian Czech Danish Dutch Esperanto Estonian Filipino Finnish French Frisian Galician Georgian German Greek Gujarati Haitian Creole Hausa Hawaiian Hebrew Hindi Hmong Hungarian Icelandic Igbo Indonesian Irish Italian Japanese Javanese Kannada Kazakh Khmer Kinyarwanda Korean Kurdish (Kurmanji) Kyrgyz Lao Latin Latvian Lithuanian Luxembourgish Macedonian Malagasy Malay Malayalam Maltese Maori Marathi Mongolian Myanmar (Burmese) Nepali Norwegian Odia (Oriya) Pashto Persian Polish Portuguese Punjabi Romanian Russian Samoan Scots Gaelic Serbian Sesotho Shona Sindhi Sinhala Slovak Slovenian Somali Spanish Sundanese Swahili Swedish Tajik Tamil Tatar Telugu Thai Turkish Turkmen Ukrainian Urdu Uyghur Uzbek Vietnamese Welsh Xhosa Yiddish Yoruba Zulu Powered by Translate Printer-friendly version

And the Tabernacle of David Do you want to open doors no man can shut and shut doors no man can open?  This teaching will show you how. Revelation 3:7 “And to the angel of the church in Philadelphia write, ‘These things says He who is holy, He who is true, “He who has the […]

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Companies that specialize in deploying digital signage networks don't always get the kind of respect they deserve in this industry.  They can get called "hang and bang" guys, when in reality the job is complicated as hell. Getting digital signage networks properly installed and running across hundreds or even thousands of locations involves a LOT of project management and coordination, and a lot of vetting and training to ensure the techs who show up know the work, what to do and how to behave. Travis Peterson started Snap Install about 10 years ago, having learned his installation chops working in home AV systems. Those can be fun jobs - putting slick audio and video systems in the homes of stinkin' rich people - but to scale an installation business, you need high volume commercial work. Based in Minneapolis, Snap Install now has a big core staff and hundreds of trusted contractors around the US and Canada, who take on high volume digital signage deployments in venues like restaurants, retail and health care. We had a great chat about the challenges he always faces, and the bigger ones presented in the past year. We also get into where Snap starts and stops, and why his team does the stuff they're good at, and leaves things they probably could do to their partners. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT David: Travis, thanks for joining me. Can you tell me, because maybe not everybody knows what Snap Install is all about?  Travis Peterson: Yeah, thanks for having me, Dave. Snap Install. we're a nationwide service provider. We're located out of Maple Grove, Minnesota. For those of you not familiar with Minnesota, it started in the twin cities area, and we are a nationwide service provider of skilled labor. So in other words, we're brokers of services.  We have 54 employees at our corporate office and then 700+ contractors across the country that worked for us directly. Businesses and manufacturers hire Snap to provide installation service solutions really from coast to coast, so our job is: we represent our clients in a professional manner and follow up on the design scope of work to get the job done. Now that job could be a thousand plus site rollout across the country or one service call in a rural area.  David: Are you focused just on digital signage or is it one of many things that you do? Travis Peterson: Digital signage is the primary focus and represents the majority of our business. But we also have two other verticals that are defined. One is the healthcare industry and then another one is the relocation of executives across the country, their residential homes actually. David: Oh, really? Interesting. So what do you do with that?  Travis Peterson:  It's actually one of the main reasons the company got started. I was fresh out of college. In my second job, I was working for a company back just over 10 years ago and that company had a similar business model, but it was B2C compared to our business model B2B, and back then you go to Amazon, you could throw a TV in your cart and you could have added installation to it. The company I was working for, we would send the technician out to the home.  And I started a B2B platform there and worked with some relocation companies, and executives moving across, they got expensive equipment. We would dismount their equipment, movers pack it up, ship to the new house and then we'd reinstall it. As that company as much as I loved working there and really got my first taste of a small business, it's where I became addicted to the small business platform. I realized that as it became unethical, I had two choices. One: go to sell insurance like my dad and possibly golf, probably a lot more and have a lot more freedom and residual income coming in or start a business. And I decided to start a business and I went to one of our biggest clients at the time, as that business was falling apart and said, “Hey, if I started a company, would you follow me and be my first customer?” And he said, absolutely. We had a good working relationship. He knew that the company wasn't doing well and he asked me two questions. I'm 26 years old at this time. And he said, “Do you have any money, Travis?” And I think I might've had about $5,000 to my name and I said no, and he said, “do you have a business plan?” In my head, I was saying, what the hell is a business plan? I said, no. He said hop on a plane and fly out to Philly, let's talk. Did that and we put together Snap Install and the focus was primarily three things? We call them our three pillars. Our people, what I'm most proud of is our culture. Our partners, which are all of our customers, and then our technicians across the country. And with that focus on those three pillars, we've really over the last, it'll be 10 years here in September. We've seen success. And as I was stating the primary focus, the reason we started was the relocation and that's what his business, his other business does is they help relocate executives and we do that AV work for them. So as we succeeded with that, we branched off over the last 10 years into the healthcare facilities, into the digital signage world.  David: Yeah, I would imagine when you looked at digital signage and thought, “okay, the  one and two gig things with the executives is interesting, but if we want to scale, we've got to find something that offers scale and signage does that.” Travis Peterson: You nailed it. The onesie twosies are great, but when you get the thousand site rollouts, that's really our bread and butter and it's really where the company grew.  David: When companies describe themselves as service providers, I always push back on them and say, where do you start and where do you stop? What's the range of services and what's the stuff you don't do?  Travis Peterson: I think that's a great question and I think that question is just as important as what you do. One thing we are not is we don't provide system consulting or design. We don't provide any hardware or software and we also don't run a knocking system for system monitoring. Plenty of other companies do all that stuff and we don't, and we're also the type of service provider that some others aren't out there. We know when to say no. We know when to say that either when our partner isn't going to set us up for success or when it's just not in our specialty. Think high-level integrations. We have boots on the ground across the country. We have high-level technicians and we also just have warm bodies that sometimes just need to show up and swap out an HDMI or turn off a PC player to get a backup and running and all those skill sets. We aren't the type of company that's going to say, “Yes, we can do that.” We make sure that we can define it and follow through on the scope of work and then get the deliverables back to our customer and represent them in a professional manner as well.  David: There are some of your competitors who seem to be focused on specific areas. I don't rattle them off cause you don't need to know that or listeners don't need to know that, but maybe they are heavy on C-stores or maybe they're heavy on QSR. Do you have a vertical that you tend to focus on or is it more just what do you need to do and let's talk?  Travis Peterson: So our goal is to provide solutions to our partners and we're a vendor-neutral company. We have partners ranging from that focus on healthcare, that focus on QSR, that focus on kiosks, and what we try to do is really embed ourselves with our partners and make sure that we understand what their goals are and that we can deliver on the scope of work. So when we say “our focus”, we're in all of those. But our focus isn't on a specific vertical within digital signage. Our focus is on our partners and making sure that we can deliver on their needs and they range in so many different ways. If you asked me where the majority of our work comes in the digital signage, I'd say it'd be through healthcare and QSRs  David: Healthcare would be interesting right now. I'm guessing you haven't done a lot in the last 10 months?  Travis Peterson: For some, yes. And for some, no. It's changed, COVID has changed the way we've had to do business and as many people listening can probably attest to. For one, on the healthcare side is the clinics. What we've seen a big increase in is them utilizing digital signage more to educate their customers: A, for social distancing, maybe. B, for not having to while they're sitting in the waiting room, it's limited usage in the waiting room or whatnot. They're utilizing a lot of those things then all the way back to the doctor's office. Putting signs up in the office. So while they're waiting for the doctor, it's there too. So for some customers, you're absolutely right. We've seen a huge decline and then other businesses actually boomed since Q2.  David: Okay. So yeah, you wouldn't be going into primary care facilities like a hospital or something like that, but tons of clinics are still seeing patients and they need to communicate with?  Travis Peterson: Yeah, and now we have some of our customers, they're even working on medical carts that offer the vaccine that we're helping integrate and deploy at hospitals too. David: How would that work?  Travis Peterson: So the card is designed in different ways to ensure that it holds the vaccine and then it monitors, without getting into too many details, it's providing care for the customers as they come through with minimal contact, for the actual nurses or practitioners to the clients. David: Now you said that you don't have a knock, you don't do recurring managed services and things like that. Is that a headcount choice or complication choice, or is it that you don't want to compete with your partner?  Travis Peterson: More the latter. As being vendor-neutral, it's also very important that we aren't competing with our customers as well. We are about 98% labor and that 2% falls into on-site materials that we sometimes are forced to provide. But some of the recurring services that we have started dabbling into that have worked well for both our partners and ourselves is preventative maintenance type work, we call them health checks. You go out and you do a thousand site rollouts. That equipment needs to continue to function and function properly. And us providing maintenance on that regularly, where we show up just to check it and provide the right deliverables back to our customers. So they have that peace of mind as they charge their customers to ensure it's actually working is good too and a lot of companies are being audited on that type of stuff too lately. So we can help them be proactive on that and make sure we get ahead of the game instead of them having to pay maybe for a 90 minute response time when they call us and it's a fire truck having a roar out there as quick as possible to get a PC back up and running. We've seen some value in that. And also with COVID, a lot of systems are collecting dust over the last nine months and those systems are going to need to be powered back on and up and running here soon. And we've seen a majority of our partners already proactively planning to get us out there and get those up and running. So it really depends on the retail store or the location, allowing us to come in and do that. But we've seen a big uptick in that as of late.  David: When you describe partners, would they most typically be like CMS software companies or are they manufacturers as well?  Travis Peterson: A wide variety of all of them, some resellers as well.  David: And so for a reseller or a kind of a local solutions provider, if they get a big gig, they just know that they couldn't possibly do a four-state rollout or a nationwide rollout? Travis Peterson: Exactly. Or sometimes they might just want boots on the ground. It might be an integrator, and they're trying to do a very large project in a state that they aren't located in, and they're going to fly out one specialist, but then they want eight of our techs to show up and run wires, mount screens, check and actions and they're the guide on-site, where they direct other people around.  David: Digital signage is one of those things that goes from very simple stuff, like you could get a gig in a workplace where you're putting in meeting room displays or video conferencing displays, that kind of thing, but it can go all the way to the other end where you have a 300 foot LED video canopy. Do you cover the whole waterfront or is there a sweet spot for what you do?  Travis Peterson: That's a great question. And it ties back to my point of us being willing and able to say no when we need to. If we can generate a scope of work that can be consistent from coast to coast, that's where we succeed. And that scope of work needs to be done from any tech across the country. And as you can imagine, when you're dealing with 700 plus technicians, their skill sets have a wide variety of range. So some of those high-end projects, we absolutely do those. Sometimes it's only in specific Metro areas. We work with our partners, but getting back to figuring out what the partner needs and the systems they're trying to put together and have assembled, that's where we come back working with them and say, we can do this, or unfortunately we aren't the right partner for this, but if you can send your people out to do this portion, we're happy to do the mounting and other things along those lines to make sure that we're meeting each other's needs. But it does tie back to that say no when you need to say no, because, in our industry, it's funny, you think you'd be in a good spot as a business when your competitors don't do a good job. But unfortunately for us, it's completely the opposite. There have been some companies, service providers throughout the years in this industry that have really put a bad name on the nationwide service provider. And that doesn't help us. That actually hurts us when our partners, as we're trying to sell to them, they already lost that trust as a small business. For me, every client we get, we have to work so hard to get it. So it's so important to keep those. And from their perspective, when you hire a nationwide service provider and they worked so hard to sell that deal, and then their nationwide service provider screws it up, it's going to be a pretty hard sell for us to get that trust back from them and tell them that we're different than what they've already experienced. David: How important is aftercare because, in the olden times when I used to travel, I would go through airports and mass transit, terminals, and all that sort of thing. And I would see video walls and they were badly in native calibration and had been left way too long. But I get a sense that in a lot of cases you have customers who, or somebody has the customers who put these things in, and then they forget about them or they're there, but they don't worry about the colors drifting and all that sort of stuff.  Travis Peterson: It happens all the time. I've even been in airports where we've performed installations, say at a quick-service restaurant, I've actually gone back there and fixed some cable management ‘cause I walked by and was like, “God, we've done that.” But when you're at a retail store or anything, you have so many employees going around and things get touched, cable management falls because someone was messing with stuff and the calibrations off, cause it's been two years. So you nailed it on the head. It's a service we provide and we feel the ROI is there, but some people don't budget for it. And when they don't budget for it, it's hard to justify adding that cost because it isn't always cheap either. But the value is there and there's nothing worse from my perspective when you walk into a restaurant and three screens are working, one's off, or the cable management hanging, and I know I'm going to be biased and nitpicky when I see something small or maybe the average consumer might not be. But that value is there from our end. David: Even my local bank, outside of Halifax, I go in there, there's almost always one of the screens out and I've got to a point where I know the manager and I'll walk in and go, “that one's out again”, and we've actually gone behind the counter and monkeyed around to try to get things going again, even though he doesn't know who the service provider is, I know who it is, but I'm not going to call them or anything else. But like you say, you get nitpicky and you want to see it working properly.  Travis Peterson: Yeah. If you ever know it's Snap, you better call me Dave. Cause we'll get on and fix it.  David: You're probably not allowed in Canada right now.  Travis Peterson: It's true. We do have technicians in major Metro areas though. David: Oh, there you go. Aren't there tougher environments than other ones to do, like what are the hardest venues to do installs in?  Travis Peterson: Pre COVID or post-COVID? (Laughter) David: Let's talk both. Travis Peterson: Pre COVID, I think airports always take the cake. It's just, you gotta go through more security. You got a lot of people walking around there for it all the time. Also overnight work, after hours. So we are structured in-house at our corporate office, we have full-time nighttime employees that are doing the project management because we have enough work where we do a lot of overnight work, but that's where it's tough. So we have different tiers of our technicians. We have primaries, tier one, tier two, tier three. And our primaries, they're our bread and butter guys. They're from across the country. They live in a brief Snap Install. When we have nighttime work and we need to utilize them for that, then during the daytime, which is still a high priority of work, we gotta bring in the other crews and make sure that they're up to speed with handling that higher workload that was there for the primaries that are covering the nighttime or vice versa. So it's a challenge for us logistically in making sure no matter when the work comes across or where it is, we're providing that high level of service that we promised to our customers. But as far as physical locations, I would always, I think put airports at the top, but we do a lot of work in airports because when you walk through airports, there's a lot of screens everywhere. There's a lot of business to be had.  David: So I've written about this, that it's a bit of a blessing in disguise. If there's anything good that comes out of COVID and there's not very much at all is that a lot of projects that would normally have to be done overnight and normally done if they're done through the day with a whole bunch of hoarding and a whole bunch of disruption, those venues are mothballed right now and you can go in and start and stop a project, just work in the daytime for a week and you're done without ever having to be there at midnight.  Travis Peterson: It has been the one blessing that COVID has provided us is fewer consumers walking around and more daytime work. But the other problem that comes with that is a lot of people just cut their budgets immediately and said no more technology, digital signage spending. I always see not a lot of our partners take some hits there too. So as great as it is, we would take pre-COVID any day over post-COVID in regards to the number of projects that were being awarded. But a challenge for COVID too is with us is I had to take my network team and I actually add two people to it. And our network team is really the team that drives the compliance and relationships with our contractor’s and it became a full-time job for two employees just to manage the different state regulations, county regulations for our techs because we felt the need for communication needed to be at an all-time high for our network. But also we felt the need to educate them and make sure they were aware really from Q2 all the way to now, is we were trying to stay ahead of the game and let the technicians know that safety is number one and what their state was regulated on, what they could and couldn't do and make sure in some cases we were considered, I'm missing the word right now, but a needed service, where if a cop pulled some of our techs over, which was happening, we had a sheet that could provide them that they were essential workers, and it was needed. And we were providing that documentation because we were essential workers, we were in healthcare. We were doing the type of work that the States checked off and said, “You're good to go.”  So that became a full-time job and that became a challenge. And we were seeing us spending resources and money on things we never had to in the past and it was good. And as much as COVID has hurt many across the country and many businesses, I look at it as a blessing in disguise. In one way, if you look back a year from now, the Q1 of 2020, Snap was firing on all cylinders. We were chasing our tail in many ways and then COVID hit and it really slowed our business down, about 70% for a little bit. But it allowed me to take a step back and work with my leadership team and take one step back to take two steps forward. And we didn't let anyone go due to COVID. But now, since then we've brought on 14 new hires and our complete company is restructured in a way that we're built for growth. And I strongly believe that if that never happened, I wouldn't be in the spot where I'm at as growing through some of those challenges. And then also our company. I think we'd still be chasing our tails in a lot of ways, instead of being prepared for what's ahead now which we feel 2021 in digital signage is going to come back and it's going to come back roaring and we're excited about it.  David: Your business is one that relies heavily on human factors. You've got your 60 or so full-time employees, but I think you said 700 contractors or something like that. That's a lot of personalities scattered across the country and you have to stay on top of them all. You have to rely on them showing up, and then you've got by extension, and I remember this from my own time being VP Ops of a company and running another company that you could have the install techs there, but you're still on the phone yelling at an electrician who was supposed to be there at 11 and it was 12:30 and so how do you get past all that and have you learned a way to do it? Travis Peterson: Lots of gray hairs and probably die at a young age. (Laughter) No, you know what, our whole business is built of relationships and we don't have a product that flies off the walls that we can box up and ship out to our customers. Our product is technicians, it's humans and humans make mistakes. I make mistakes every day. And that's okay. One thing with our customers, it's a sales pitch. We don't lie to our prospects. We tell them, “Hey, there's going to be days that you don't like us, cause we're going to mess up,” and that's okay because what we can promise you is every time we mess up, we're going to do the right thing. And we're going to figure out a solution to have you have a happy customer. But I'd be lying if I said there weren't days I wanted to pull my hair out. One of the most frustrating parts about this business model is our 50+ employees in-house, we could work our asses off, check every box, make sure everything's perfect, and that technician who we've maybe never physically met that we're sending out to a site failed us, and sometimes that's on us because we don't do our checks and balances, but sometimes it might just because he or she's having a bad day. So things we do to prevent that is: in the last five years, we've completely invested into our network team that builds the relationships, holds our tech compliant, insurance all the county, whatever it may be. And then also we have reviews with them and they know how they're graded. So our technology and other investment, we've made every tech out in the field has an app on their phone. It's the Snap app and that's where they do all their work. It's where they accept their jobs, where we can see when they're completed with the job, all the deliverables come through, but then they also know their rating on a job and some businesses out there have some prospects or even clients to this day, they ask us, “Hey, your competitors say they have W2 technicians across the country, you guys have subs, why are they better or why are you better than them?” And I dunno if it's about who's better or not, but I'm a strong believer that the contractor model if used appropriately and is accountable, is stronger than the W2 model in some ways. And I tie that all back to competition with the W2 employee. They might get complacent. They might not care as much. They might call in sick or do something elsewhere with subcontractors, you actually have that competition level and if you're transparent with them and show them that other people in their areas are knocking on the door, looking for that work, it doesn't mean that we make them compete with each other and hold it there to their throat every day. We actually are all about building relationships. Long-term, we don't just throw it out to a marketplace and cross our fingers. Our techs work directly with us and we build those loyal relationships. But that competition aspect is, you scratch our back, we'll scratch yours. But at the same time, I need you to keep up that accountability because I hold myself accountable and I expect you to hold yourself accountable. As we're paying you for this work.  David: There are some, I'm aware of at least two matchmaker services out there, that kind of dating services for AV techs. You put in a need and different techs in that region can respond to it and bid on the deal. Are they competition or is that really a onesy twosy thing that you don't tend to play in very often?  Travis Peterson: Onesy twosy thing that we don't play in at all. Our value add, some of our technicians, they work for our competitors as well. And we're okay with that. We're transparent and saying, that's fine as long as when you're doing our work, you're putting our work first and actually it's a two-way street. A lot of them come back and say, gosh, we wish you had this work because you treat us way better because you pay us quicker because you do this, and this. And with the onesy twosy company is that is our value add is really the project management feature we offer in house with those 50 plus employees. If you call Snap as a client of ours, you're calling the same person and they know exactly what job that you're talking about. They can connect you with the right person. They can provide the tier one or tier two support service they need to, and that pays dividends for our customers because there's nothing worse than getting a call from your customer saying, “Hey, the TV just fell,” or “Hey, this didn't happen” instead of a call from us being proactive and saying, “Hey, this happened. If you want to reach out to your customer, that's fine but here's what we're doing about it to make it right and here's how we're going to make sure your customer has a smile on their face at the end”  David: Are the jobs getting more complicated because you now have a lot of direct view LED and a whole range of new products. In many cases, the cabinets have different shapes. The mounting systems are different. There's very little in the way of universal standards or anything else. So you go into a job and the techs have to crack the manual and everything. All of a sudden, look at the back and go, okay, this is yet a new wrinkle that we haven't seen before. Travis Peterson: They're definitely getting more complicated and a real man read manuals is what we tell our kids. There are lots of techs out there that will say, “I got this, I don't need to look at a manual as anyone that's an expert in their field.” But it's become clear as the complications get thrown, our way is we have to make sure the documentation is there. We have to make sure the expectations are the same from what we think our customers expect to what they actually expect of us and lay that out and in our technology having checkpoints. So as a technician goes through the job, that person has to actually check off the things they're doing to ensure that we're following it step by step. Because if you do the wild west, so you just say, hang it up there and let's just hope it's right. That's not going to work. There are steps you have to follow and we work with our partners to make sure that it's laid out and very clear so that it can be followed with a scope of work. David: Last question: is there a piece of advice that you provide to your partners and if you're exposed directly to your end-user customers, you try to get across to them to smooth out the job? Travis Peterson: Yes. Some of them let us be more involved than others, but for us, it's communication and getting us involved as quickly as possible. Not to give advice and tell you what's right or wrong, but we've seen a lot of things. We've been in business for almost 10 years now. It's not our first rodeo. We do this all day, every day. And what some customers might not realize is checking those boxes and having the checks and balances prior to deployment is so important. And in the end, it saves them a lot of money and we don't do it to rattle their cage and cause more issues. We do it to make sure we're being proactive before that deployment starts so they can save money in the end and we can avoid fewer trips. David: Do you have to try to convince them of the value of a preliminary site survey?  Travis Peterson: I think it depends on the stage of the relationship we're out with our customers for those the ones that we've been working with for a long time, they see the value, maybe they didn't at first and then we had to sell it to them and show them why now they know it's there, but it is something that can be challenging at times where that customer doesn't want to pay that small fee for the survey upfront and we allow them not to, but in the end, they paid triple what it would've cost because if they avoided a couple of things that they could have covered.  David: Yeah. They think it's a cash grab until I find out actually, no, we should have done it. Travis Peterson: Exactly and it's definitely not a cash grab for us. It's more of a break-even to cover our asses on some other things going forward.  David: All right, Travis, I appreciate you taking some time with me.  Travis Peterson: I appreciate that.  David: Thank you.  

Jonathan Stettler is the owner of Steady Focus Media, a business that specializes in providing photography and videography services for businesses and real estate.   Introduction   Jonathan has always been into drones. The first time he saw a drone, his friend was flying one of the original DJI Mavic Pros. Jonathan thought it was cool, but he didn’t actually buy a drone until years later.   Jonathan’s background is in photography. He had tried wedding photography, but he didn’t love it. He wanted to be a photographer, but he just wasn’t sure what industry he should try to get into.   Last year, Jonathan bought a DJI Ronin gimbal so that he could put together a video for his taekwondo school. He had never tried videography, but he decided to give it a go. Once he sat down to edit the video, he was surprised at how much he enjoyed the editing process. When he showed the video to the taekwondo school, they were really impressed.   Jonathan started Steady Focus Media to create promotional videos for small businesses. Once he actually started his business, he felt like he was officially a photographer and it really helped him to take it seriously.   He ended up buying a drone, and then a few months later, the COVID-19 pandemic hit. All of the small businesses (his normal clients) shut down. He wasn’t sure what to do. He had the idea that maybe he could make money with his drone. So, he looked into it and figured out that there were Part 107 regulations he’d need to learn so he could pass the exam to be able to fly his drone commercially.   He went online and found Drone Launch Academy. He enrolled in our FAA Part 107 Remote Pilot Exam Prep Course and it helped him study for and pass the exam on the first try.   Then, he enrolled in our Drone to $1K program, which helped him to grow his business.   David: How’d you get your first client?   He found his first client through a local Facebook Classifieds group. He put up a post that said he was looking for a realtor that wants a free home tour. He got responses back from people asking what the catch was. He said that there were no strings attached, he was just trying to build his portfolio. He ended up getting a response from a realty team. He went out to the house that they told him about and it was a super nice, $800,000 house that had an indoor pool and a tennis court!   Although the realtor loved the video, Jonathan didn’t really hear anything back from them. He tried to use Facebook to promote his business, but he wasn’t getting any leads. After about a month, he heard back from the realtor he had worked with and they asked if he could also do another video, as well as photos for another house.   As he landed more jobs, he had more and more material that he could use for demo reels and for promotional materials for his own business.   Jonathan stresses the importance of having a portfolio of your work. He says that doing free work when you’re first starting out will help you get the content and footage you need to build your portfolio.   “It’s the thing you need to start building the ladder to get to where you need to go.”   Since Jonathan started using drones when the pandemic hit, he hasn’t shot photos and videos for a single home without wearing a mask. He realized that photography and videography is a job that you can do even during the pandemic.   “It’s still a viable business, even when everything’s going wrong.”   Jonathan’s business slowly grew from $200 the first month, to $500 the second month, and then 3-4 jobs a week. Jonathan is now working with several local realtors.   David: How did you go from having one client to then getting booked 3 times in the same week?   Jonathan says that it all happened very organically. A realtor that he had been communicating with a month before ended up reaching out to him because she had a house that she needed photos and video for. Jonathan went out and shot photos and video of the house and sent everything over to the realtor that same night. After that, she became one of his consistent clients.   Because of the pandemic, Jonathan couldn’t physically go into realtors’ offices to introduce himself, so he decided to take a different approach. He created flyers for his business and mailed them out to local realtors’ offices. That landed him a job with one of the bigger realty companies. After that, their marketing director called him to ask if he did headshots. He took a headshot for one of their realtors and she then told the rest of the realtors about Jonathan’s business and his pricing. That led to lots of jobs for him.   Over the past 3 months, Jonathan has had at least one job per week.   David: Do you have a full-time job in addition to your drone work?   Jonathan does have a full-time job that pays well, which has helped him to be able to build his drone business. Jonathan loves that his drone work gives him the opportunity to be creative.   One thing that Jonathan stresses is that you need to be willing to put the work in if you want to succeed with your drone business.   “You absolutely have got to put the work in, because the thing is, if you think you’re just gonna stand around and, like you said earlier, the money’s just gonna come to you, it’s not gonna happen.”   Jonathan says that the initial startup costs for a drone business can be a little expensive, but once you put that money into the business, you’ll earn it back – you just have to persevere and stick with it.   David says that many times, people don’t feel like their work is good enough and they struggle to find content that they’re confident enough to post online. David says that you can post photos now, and then keep practicing and taking more photos. Once you have work that you’re happier with, just use them to replace the original photos you had posted.   Jonathan says that when he looks back at the pictures that he was impressed with 10 years ago, they are very different from the photos he’s proud of now. He says that your opinion of what looks good will change over time.   You can also work with others and help each other grow your businesses. David says it’s important to have a community of people to bounce ideas off of. He says that the drone community is usually willing to help each other out and give advice.   David says that a drone is just a tool. In order to succeed with a drone business, you need to know about the industry you’re in and you need to have business skills. Jonathan agrees that you really need to be knowledgeable about the industry that you’re working in.   “Walking into a job with confidence – that’s key.”   One way that you can get industry-specific knowledge is by offering to do free work. If you’re in the roofing industry, you could offer to do a couple of free drone roof inspections for a roofing company. If it goes well, you could build a friendship with the company and start to learn about the industry first-hand.   David: Do you want to stay in the real estate industry?   Although Jonathan didn’t initially intend to work in the real estate industry, he actually really enjoys it.   David: How are you pricing your drone services right now?   Jonathan has noticed that people don’t like complication. For photographs, Jonathan’s flat rate is $125. For video, his flat rate is $200-$250 (usually a 3 to 5-minute edited video with music). For 3D tours, Jonathan charges $200. He will do photos and video for $300. For all 3 (photos, video, and 3D tour), he charges $500.   The first question that realtors ask him is, “Do you do drone work?” Jonathan also doesn’t charge extra for drone footage.   Jonathan says that for many realtors, his pricing model is appealing because they don’t have to guess how much the photos, video, and 3D tour will add up to in the end.   In the future, Jonathan is hoping to make $100/hour. Right now, he usually makes anywhere between $80-$125/hour.   Don’t forget to enter our weekly giveaway before 2/16/21 for a chance to win one of 5 prizes (including a free 15-minute coaching call with Jonathan and David): https://dronelaunchacademy.typeform.com/to/fRpOCNNw   Connect with Jonathan:   Website: Steady Focus Media LLC Facebook: Steady Focus Media LLC Instagram: @steadyfocusmedia   Have a Drone Business? Want to be Interviewed for Season 3?   Complete this questionnaire: Drone to $1K Business Owner Application   Training from Drone Launch Academy   Part 107 Exam Prep Course ($50 off) Aerial Photo Pro Course ($50 off) Aerial Video A to Z Course ($100 off) Aerial Roof Inspection Pro Course ($100 off) Drones 101 Course ($20 off)   Other Places to Listen   iTunes Stitcher Spotify TuneIn  

Alex is the owner of LA Aerial Image. Introduction Alex was the first guest when the podcast came out about a year and a half ago. Alex was an original RC plane flyer. Then when he was older, he was able to afford this stuff. One day at the airfield, he saw some guy with a quad copter and knew he needed to have one. Then he decided that he didn't just want it to be a hobby. So he took his photography background as a hobbyist and then just got into video and just started doing video with drones. He does a whole array of different things, such as 3-D modeling for construction sites David: Do you do real estate? I tell a lot of people to start with the real estate because it's easy to get in. Everybody knows a realtor and you can get jobs fairly easy, but you can't stay in the industry. For Alex, he says, it's just not fun. In the meantime, he picked up an Amazon prime show called The Bay and he’s also been shooting for the Pop Star network for three seasons now. David: How did you land your first construction client? What did they want? My first construction job was subcontracted from another guy. They did some progress shots and 3-D modeling. Alex has done 3-D modeling for rock quarries too, so they can judge their materials and measure them. The person who subcontracted to him found Alex on Google. He needed a pilot in LA because he was getting business there but lived in Oregon. David: One thing people are asking who are interested in industries like construction, but don't know the lingo, is “How do I give a sales pitch to an engineering firm or construction or contractor?” What would be your sales pitch for 3-D models? I don’t have to do sales pitches right now; the contractor is doing them. I learned a lot of the lingo onsite because when I first went in, I didn't know either. I learned the lingo just talking to the guys onsite. For the most part you just need to explain that it will save them time and money. Construction guys are busy as hell. If you can send them an “as built”, which is a PDF that shows all the information. David: How often did they have you go out there and do a 3-D model of the whole site? It depends on where they're at in the building. In some cases it was once per week, in others cases every other week. “We’re going to do a testimony video of one of the biggest companies we work with, how they used the 3-D model, how it worked and how it saved them money. We’ve saved them tens of thousands of dollars in the long run.” David: How much are you able to charge these construction companies or engineering firms for flying every other week and doing a three D model? About $1500 bucks a flight in total is what the contractor charges. It takes Alex only about 45 minutes to do a model and then he makes $300 when most of the guys on the site made $50 or $60 an hour. David: What’s your favorite type of thing to work on: What's the most fun for you? What do you like doing the best? “I like the film stuff; I like being on set. As the drone guy, there’s lot of waiting around, which can be a little stressful, but other than that, it’s fun.” David: Do you think the Inspire 2 has helped you get those jobs? Yes, for sure. If you don’t have an Inspire 2, they’re not going to be hiring you for that job. David: What would you say you’ve learned that's new in the drone world? Are you getting better at the stuff you already know how to do, or do you feel like you've honed any specific skills? With nine years of drone flying under his belt, Alex has had more crashes in the last couple of years than ever. “I think I got complacent with my flying and I'm thinking ‘I got this.’ I think I need to get back to the basics and be a little more aware. I got a little loose.” Sometimes you might just get on autopilot and not really be thinking it through as carefully.   David: When you're flying for these construction sites, do they require you to have a tight amount of insurance? You have to have insurance and a lot of times it's at least 2 million. It could be up to 5 million. They have really expensive workers' comp and they have to pay the personnel. They preach safety all day long.   David: What’s changed from getting business now from when you were first doing it. Now, are you actively searching for any business or it just all comes to you? Alex says he wants to get better at looking for it. All his work lately has been “just coming to him.” He spends about $50-$100 per month on Google Click ads. And, he says, he doesn’t even get that many people from Google. Most of it is referral. “As long as you’re good at what you do, they're going to call you back or they're going to pass your number to someone else. Don’t get discouraged. You have to work actively on your business to grow it.” Alex says it isn’t about just buying a drone. You have to learn to be a good business owner, provide good customer service and create relationships. You might have to do some free jobs here and there to get the people to know your services and to know your work. Alex says, “Just start somewhere and build it.” Connect with Alex: Instagram: @laaerialimage Have a Drone Business? Want to be Interviewed for Season 3? Complete this questionnaire: Drone to 1K Business Owner Application Training from Drone Launch Academy Part 107 Exam Prep Course ($50 off) Aerial Photo Pro Course ($50 off) Aerial Video A to Z Course ($100 off) Aerial Roof Inspection Pro Course ($100 off) Drones 101 Course ($20 off) Other Places to Listen iTunes Stitcher Google Play Spotify TuneIn

Interview With David Bayliff How can I start my own mobile cash-based practice? How can I transition to cash-based practice? David Bayliff shares some basic pointers that would really point you to the right direction on starting your own mobile cash-based practice. He also answers questions about starting out your cash-based practice. In this episode: 01:45 – 40% discount on www.medbridgeeducation.com (Code: Alternative) 02:20 – Alzheimer’s Disease and Dementia Care Seminar (Sept 19-20,2020 10AM to 3PM CST) 03:10 – Introduction of David Bayliff. 07:55 – What led you to transition to cash-based? Why mobile concierge? 09:50 – Insurance – one of David’s biggest stress. 11:30 – David: Cash is the way to go to eliminate stress. 13:50 – Question: How do you determine how much you charge for each patient/client? 18:30 – David: Recognize your gift that you can give to people. 18:40 – People don’t pay for physical therapy? 19:30 – People don’t pay for the “tools” they pay for the transformation. 25:20 – Question: How can I find a cash-based clinic near me and how does your documentation work? 33:05 – Is it easy to start your own private cash-based practice? Do I need special skills? 35:50 – David’s book – Winning Mindset for Mobile Entrepreneur Book (Success Starts Between the Ears) 37:10 – David: Believe in Yourself; Have Passion; Have Grit; Be Persistent. 41:10 – What are the top 3 lessons learned in starting your own business? What would you do differently? 41:50 – Greatest Assets for David – Communication and Creating Relationships. 43:30 – David: Success comes at a different rate for everybody and it looks differently for everybody. 45:10 – Run your own race. 50:30 – Did you have failures in life and how did you turn them around? 51:30 – David: Do not chase shiny objects. 53:55 – Focus on failures and not on the solutions. 56:45 – Be a M.E.N.T.O.R. 59:00 – Believe in yourself and go get it. 59:30 – Always remember the word F.A.S.T. You can reach David thru: www.Ptbusinessacademy.com DM David Bayliff on Facebook Mobile PT League (Facebook Group) Uncaged Clinician (Podcast)

Today, Rhonda and David discuss ten great questions submitted by podcast fans like you! I can’t find any distortions in my thoughts! What’s the cause of this? Crushing Negative Thoughts. Do you have to write them down? Can’t you just do them in your head? PTSD Question: Does the trauma have to be life-threatening and experienced in person/ How can I get over anxiety and panic? Do demons cause depression? How is Sara now? Is anger just “ossified tears?” How do you explain the basic concepts of CBT and cognitive distortions to patients who are not familiar with your work? Can I help myself as much as Rameesh did? How can I start a self-help group based on your book, Ten Days to Self-Esteem? How can I find my favorite podcast? I can’t find any distortions in my thoughts! What’s the cause of this? A new comment on the post "001: Introduction to the TEAM Model" is waiting for your approval https://feelinggood.com/2016/10/27/001-introduction-to-the-team-model/ Hi Dr. Burns, I just ordered your book and am writing my cognitive distortions daily. I ran into one I did not know how to label it. I am a 73-year-old, attractive woman, When I see a young beautiful woman having a great time, say in an ad, I feel angry, sad and jealous. This does not apply to family members only strangers. charlotte Crushing Negative Thoughts. Do you have to write them down? Can’t you just do them in your head? A new comment on the post "190: How to Crush Negative Thoughts: Overgeneralization" is waiting for your approval https://feelinggood.com/2020/05/11/190-how-to-crush-negative-thoughts-overgeneralization/ Dr. Burns, Why is writing the negative thought down important? Can’t I just pinpoint it in my head and simply switch the negative thought to positive one? I know it will not work but i am not able to convince others or myself why I have to write them down. Why is the writing process so important? After practicing for a while will you have the habit of think positively? I am wondering why some people have this way of positive thinking without even practicing? Toni PTSD Question: Does the trauma have to be life-threatening and experienced in person/ A new comment on the post "147: High-Speed Treatment of PTSD?" is waiting for your approval https://feelinggood.com/2019/07/01/147-high-speed-treatment-of-ptsd/ Hi David, I am a fan of your great work and contribution to psychology. I have a question about PTSD: does it necessarily have to be life-threatening in person or can it be caused for example by a threat via online message? Thank you! MB Thanks, MB, great question. Only your thoughts can upset you, not the actual trauma, so the answer is yes. Anything that is profoundly upsetting is profoundly upsetting, period! There is no objective way to measure the impact of any trauma other than via your own thoughts and feelings! This is so important, and yet most of the world, including those who have written the DSM-5 (and all earlier editions) / don't yet "get it." The DSM states that for a diagnosis of PTSD, you have to have some trauma that is “objectively horrific.” But there is no such thing! david How can I get over anxiety and panic? Debby asked a question about podcast 189: How to Crush Negative Thoughts: All-or-Nothing Thinking I have your book When Panic Attacks. I am at a loss at what to use to get over anxiety and panic. It is exciting because you said that you can get rid of both fairly soon; which would be great Hi Debby, Thanks for your excellent question! The Daily Mood Log described (I believe) in chapter 3 of When Panic Attacks is a great place to start. Do it on paper, and not in your head, focusing on one specific moment when you were anxious. Thanks! One teaching point is to focus on one specific moment, and not try to solve anxiety or any mood problem in generalities. A second teaching point is to record the situation, your feelings, and your negative thoughts you were having at that moment. This is always the starting point for change! You’ll find tons of resources on my website, feelinggood.com, including the show notes for all the podcasts with links, search function, and way more, all for free. You can learn a great deal if you put in the time and effort. For example, I am now creating a free class on anxiety and it will soon be available on my website! David Do demons cause depression? Brian W. commented on Podcast 189 on All-or-Nothing Thinking Hi Dr. Burns, Amazing podcast as always doctor Burns! Question: have you ever encountered anything in your patients that you might consider supernatural? I'm Catholic and there's the idea that demons can cause depression or mental illness. I know it sounds crazy, but I've seen weird things. Thank you. Brian Thank you for your question, Brian. Depression results from negative thoughts, not demons. That's good because you can learn to change the way you think and feel. The type of therapy I do is entirely compatible with all religions, including Catholicism, and there is often a spiritual dimension in recovery. All the best, david How is Sara now? Is anger just “ossified tears?” Dear Dr Burns, Though doubting that you’ll ever read or answer this, nevertheless I’ll cast it to the cloud for something-or-other! I’m an old fossilised blind British harpsichordist (good combo?!!) and a devoted fan of your podcasts, as well as selectively slowly making my happy way through the 27 hours of RNIB’s Talking Book version of ‘Feeling Good’ (Must tell you that the Braille Music Translation Programme I use invented by a great buddy in Pa. is called ‘Goodfeel’, so you guys must have something in common!). Alas I have 2 questions. First, as a ‘floating’ OCD sufferer for 70 years or so, I wildly enjoyed Sara’s ‘high speed cure’ in podcast 162. However, surely with this new Coronavirus threat – the virus remaining on cardboard for around 24 hours and other surfaces including shopping for at least 2 days or more -, her cure must have now been reversed? The fact, and I mean from much research ‘fact’ is that ‘what you touch could kill you’. Sure, it might not but, in as bad health otherwise as I am, I believe it’s imperative to be as careful as pos. which, courteously put, is screwing my brain! How about Sara?! Finally, well I suppose it’s a comment more than a question. I’ve been enjoying and, indeed, beginning to benefit from your section in the book on anger. I wonder though whether, unless I haven’t got there yet (which is eminently possible!!), you might have left out one aspect of anger? I’ve often thought that it, as well as hatred and violence could be designated ‘ossified tears’ and, believe me, in my case, if so, they’ve turned into unbreakable rocks!! Keep up the great work, Dr Burns. We all need such an unique communicator and erudite intellect as you, oh and I fervently hope you can stay clear of this virus. Very best and thanks, John Henry (Not the old American horse, . . . but rather a British, almost human John Henry!! David and Rhonda respond to both of John's questions! How do you explain the basic concepts of CBT and cognitive distortions to patients who are not familiar with your work? Hi David and Rhonda, You previously answered a question of mine on your podcast. It was quite helpful, thanks! I have a new unrelated question. While the live sessions have been very illuminating in many ways, your patients have always been trained therapists who are already familiar with the concepts of CBT and cognitive distortions. I understand this is an ethical necessity. As a family physician I struggle with that first step - how do you introduce the concepts of CBT and the cognitive distortions to non-therapist clients? I imagine it must take at least a full session just to do education on the distortions. This may be a question best for Rhonda. Thanks again! Calvin Hi Calvin, Thank you for another great question. If you prescribe the book, Feeling Good, it can help you and your patients in three ways. First, they’ll get all the concepts and some sound psychoeducation, saving you time. Second, the book is at least as effective as antidepressants, so it is prescribing something that may be very helpful with no side effects. Third, it will be a test of their motivation. Motivation appears to have a massive effect on recovery from depression. Also, there are tons of great classes in TEAM for beginners if you check them out at FGI (www.feelinggoodinstitute.com). There are also free classes on depression and other topics on my website, www.feelinggood.com. These classes may also help your patients. On the show, Rhonda will explain how she introduces these topics to her patients as well! All the best, David Rhonda’s note to Calvin: You flatter me, because all questions are best answered by David, but I will give it a try. I do ask all my patients to read David's book Feeling Good, which is superb at describing what CBT is and why it is effective. I have an intake telephone call with all my new patients before we start working together, and before they read Feeling Good. In that call I explain CBT like this, imagine a triangle that has Thoughts, Feelings and Behavior at each point. Your thoughts drive your feelings and your behavior. So, if you can change the way you think, you can change the way you feel. David gives the example of someone walking in the woods who hears a twig break. Imagine that hiker thinking that a murderer is creeping behind him or her, what do imagine he or she would feel? But imagine that same hiker thinking that his or her best friend is joining the hike? What would he or she feel then? There are lots of examples like that: two students who have studied the same amount. One walks into the test room thinking, I did a good job studying, the other walks into the test room thinking I should have studied more. Who do you think will do better on the test? This is an actual study that has been done, and if you guessed the student thinking more confidence did better, you would be correct. It makes logical sense. I don't explain cognitive distortions in my intake discussion, but when we first start working with a Daily Mood Log, after we have gone through T = Testing, E = Empathy, and after A = Assessment of Motivation, when we are going through the M = Method "Identify the Distortions" for the first time. I explain that cognitive distortions are embedded in our negative thoughts, and they are simply ways that our mind convinces us of somethings that aren't really true. By this time patients have read part of Feeling Good, so they have more psychoeducation. But I find if patients still don't understand the concept of cognitive distortions, as we go through the Identify the Distortions method, they soon understand what distortions are. I hope that makes sense, and that you find this helpful, Rhonda Can I help myself as much as Rameesh did? Hello Dr David, I saw how Ramesh changed dramatically and I want that kind of change in my life. but I am doubtful. It was you who managed to melt away his resistance using different techniques. Is it possible that we can manage to change ourselves so effectively? Shivam Hi Shivam, Thank you for this incredibly important question. Research indicates that many people have been helped by reading my books and doing the exercises, such as Feeling Good. Motivation and hard work are critically important in personal change and recovery. I am also working on a new app, and hope to get data to answer this exact question! Best of luck! Will make this an Ask David question, as it is so important! David How can I start a self-help group based on your book, Ten Days to Self-Esteem? Dr Burns, I know your book, Ten Days to Self Esteem, has a group leaders manual. Can anyone start one of those groups of do you have to be a therapist of some sort? Has anyone told you that they started one? How did they say it went? Any tips for starting one? Thanks Richard Hi Richard, Many pilot studies using this program with lay leaders have been effective. The program at my hospital in Philadelphia, also using lay leaders, was very effective. David How can I find my favorite podcast? Hi David I am a therapist and was reminded of one of your podcasts as I was listening to a particular patient. I wanted to share the episode and then couldn’t find it so felt silly. It was an episode where a father (perhaps Indian? Maybe a doctor?) empathizes and listens in a whole new way to his adult son and has a miraculous turn of events in the relationship- simply by being present and not being defensive when the son tells him how he feels about his father. It was beautiful and moving. A great example of “opposite action”- agreeing with the criticism rather than defending against it. Does that episode ring a bell and can’t you point me in the right direction to retrieve it? I know how busy you are. Thank you for your wonderful podcast and for any help you can provide. Thanks, Pam Hi Pam, It might be the follow-up to the live therapy with Mark. Use the search function on my website. He is from Iran, and is an OB-GYN doctor who has faithfully attended my Tuesday training group for years. He is one of my favorite people. Learning the Five Secrets takes lots of commitment and practice. He has formed his own Five Secrets practice group with friends and colleagues who are not shrinks. They’ve met weekly for years, so his skills are quite refined now. Thanks! David On the podcast, I emphasize the search function you can easily find on every page of my website, www.feelinggood.com. Pam’s comment on the Five Secrets is also important. Desire, commitment and ongoing practice are the keys to mastery! Rhonda and David  

Preston owns Jensen Air in North Dakota, working primarily in a seasonal real estate   David: “Why don’t you tell us a little bit about your business and what you do? Preston started his drone business on the side. He defined himself as different than other drone business owners because his customer base was already in place. His brother—a real estate broker for Remax—needed someone to do commercial drone footage. Preston did a little research, figured he could do it and “pulled the trigger” on studying to fly a drone. Preston’s first drone was a Mavic Air, and has since upgraded to a Mavic Zoom, which handles the wind in North Dakota much better. Preston has a YouTube channel and recently aired a video on the remote ID—a big topic for drone pilots these days. Preston understands needing to keep the sky safe but believes it's making the playing field uneven for a small drone operators. David: “When did you first get started in drones? Two years ago, he started strictly doing drone photography for real estate for his brother. Once he got his license, he thought he may as well turn it into a business. He created a Facebook page and website. He’s continued to put out content, and his business has been getting more attention: “You've got to put out a little free content so people can see what you're capable of. You have to differentiate yourself from the rest of the crowd. The more you spread your work around, the more people will find out about you and hire you.” Now, Preston has premiere customers, including a local university and a development company. However, when he first put together some footage, he had to figure out what video editing software to use, how to get videos to customers, etc. These things were big learning experiences. He began just taking video clips and photos and giving real estate agents raw footage to make their own videos, although he would still make sure the clips were very cinematic. He likes to see how creative people can get with his shots. David: “Up in your neck of the woods, what would you charge for a typical real estate shoot where you're doing photos and video clips without any editing?” Preston charges $200, which is about ½ hour of shooting but editing and color grading afterward is what takes all the time. He uses Canva, Photoshop and Lightroom as his main editing tools. If he’s doing just photos, he charges about $150, but if it's multiple photos or panoramas, he'll charge $200. For a single photo or refresh on a house, he’ll usually charge $50. If he has travel out to rural areas, he’ll also charge a travel fee. Lastly, before he sends his drone up to shoot, he scans the yard to make everything look nice, which realtors appreciate. David: “Do you stay pretty busy—especially in wintertime or freezing conditions, which are not ideal drone or real estate selling weather?” Preston says the busy season is spring to fall; most of the activities slow down in the wintertime because the cold weather is hard on the equipment, specifically the battery. Also, realtors have better luck selling with photos that have lush green grass and trees—not snow pictures. David: “Have you found real estate to be successful? Have you expanded into other areas or are you sticking with that niche for now?” Although Preston says he’s sticking with the niche of real estate because it’s given him so much business over the past couple of years, he’s still willing to expand. For example, he’s interested in mapping, because he’s always nervous about the accuracy of the drone mapping. He’s also been talking to a local radio station trying to get into radio tower inspections. However, right now, he says, he costs a lot of money for them. David: “During your busy season—and only on the real estate side—how busy do you get? How many jobs are you getting per month?” Sometimes he may be swamped and doing a drone job over his lunch hour, sometimes not. He’s always taking photos and putting content up on Instagram and Facebook. His town flooded a little bit this past fall and he took pictures and posted it to a “What's Happening?” page in Valley City. The last time he checked, the site had 19,000 views, so it was an easy way to get great exposure. Sometimes he gets random calls – like someone wanting to borrow a clip for a promotional video, which was free advertising. David: “You’re doing this on the side of your regular job. You said you work as an office manager during the day—how has that helped you on the business side of drones?” It has really helped him save money. He can't just buy the most expensive video editing software. He has to take that into consideration, especially if just doing it as a side gig. Drone insurance was also difficult to find around where he lives. He now pays monthly for Skywatch so when it's cold or nasty outside, he doesn't have to pay for insurance. He pays for extra coverage with DJI and has liability insurance through the company. He used Squarespace to build his website and pays only $15-20 bucks per month for the site. He’s also taken advantage of Fiverr for design work. “I keep dumping all the money that I've made from my drone business back into the company—I keep improving software and equipment. I keep building myself up and making it better. If everybody else is improving what they're doing, you're gonna get left behind.” David: “For people at the beginning or just interested in listening to what others are doing— what would you recommend if they want a drone business but aren’t sure where to start.” Preston says the first thing to do is start studying for the Part 107. He says that will open doors—but it's not going to guarantee business. You have to go out and get that. “Be optimistic because there are many different avenues to make money with drones—mapping agricultural, public safety, all sorts of things. There's new technology coming out every day to make money from.” Another thing he says to do is to set up an artist's gallery on your website and throw up photos that people can order—HD, metal prints, canvases, any professional printing options. David: “Are people reaching out to you asking to be able to use footage that you already have?” Yes, I've had people contact me about using photos for their website, or as a background for Facebook. I said to go ahead and use it because it’s free advertising. Preston says most of his traction comes from Facebook and Instagram. Connect with Preston: Website: http://www.jensenairllc.com/ Facebook: @jensenairllc Instagram: @jensenairllc Have a Drone Business? Want to be Interviewed for Season 3? Complete this questionnaire: Drone to 1K Business Owner Application Training from Drone Launch Academy Part 107 Exam Prep Course ($50 off) Aerial Photo Pro Course ($50 off) Aerial Video A to Z Course ($100 off) Aerial Roof Inspection Pro Course ($100 off) Drones 101 Course ($20 off) Other Places to Listen iTunes Stitcher Google Play Spotify TuneIn

Mike Jensen, from Jensen Films, has been in business for almost 30 years doing wedding and event videos and corporate videography. Mike always offered unique services to clients, such as 8mm film, 360 VR panoramas and aerial shots of wedding venues. In the mid-90s, he did his first aerial by renting an airplane and continued to get aerial footage by renting helicopters. At $400/hr, it was very expensive, but he gathered a reusable library of about 30 to 40 of the most popular wedding venues in town and says, “Before the drone revolution, my competitors weren't offering that.” In 2006, I created and produced the world record wedding video event in Sacramento, setting a new world record of 100 cameras to professionally film a wedding. David: “So when did you get into flying a traditional kind of quad copter setup?" When drones started to become reliable in the early 2000s, Mike didn't feel comfortable flying them himself, so he found a drone pilot online that was flying a lot over water. Finally in 2014, Mike got his license and purchased his first drone—a DJI Phantom 2. I started flying it for events and later upgraded it to the Autel X-star then to the Mavic Pro. Today although he flies an Autel EVO, his favorite drone to fly is the Mavic 2 Pro Zoom. David: “Do you use drones right now mostly as a supplement to your film business or have you gotten into any drone services?” Mike had an advantage of having a videography company first. At some point, his videography clients also need drone services, which made it an easy sell. One of Mike’s biggest clients is a local major construction company. They've hired him to go out every week and do visual updates--flying for 1-2 hrs, shooting 3-4 one-minute videos, 20-40 stills and a top down shot. Mike stitches all those together in Photoshop and delivers a megapixel image of the entire property from 400 feet looking down. He saves them a lot of money by providing that documentation, their project manager meets with corporate every week and needs to show them progress. David: “For a construction job where you'll shoot once a week and these projects take months, what do you typically charge for a job like that?” Mike is hired to fly once a week for 30 weeks and charges them $300 a flight. That includes 1-1 1/2 hrs of flying, culling images, making sure his videos look good, uploading and then sending them the link. This is an ongoing client, often bringing him onto another project as they’re finishing one up. David: “Were you actively reaching out to those types of clients or did they find you? How did that work come about?” I shot for many years for a large West Coast healthcare provider. They were building a medical office building where Mike lives in Sacramento and the construction company brought him on for their own projects. One job led to another. Most of my business at this point in my career is word of mouth. David: “Looking back to when you were first starting, can you think of tactics that might work in today's environment? For example, if you were starting in the drone business, didn't have history with Jensen Films, and wanted a drone only business, what do you think you would do first to get it going?” Mike says he’s expanded his video company and doing a lot of different things—drones are just one of them. For example, when he started doing photo booths, he got on Facebook and let everybody know by creating and posting short videos. Similarly, for 360VR work, they just started shooting some footage unpaid, posted it and let his friends know. A photographer friend knew about a huge condo project that was going up and needed 360 video. “What really helped me was letting the world know what I was doing and doing it well. I needed to WOW the first client I got and then over-deliver on the promises I’d made. It’s also important to continue to up my game. I’m always looking for ways to increase my skills. If you start standing still, that's a prescription to fail.” David: “So tell me a little bit about the VR stuff. When did you guys start doing that...what's that like?” One night when he was editing late, Mike stumbled on the website of a 360 videographer who’d created gorgeous 360 images of the Royal Danish wedding. Mike realized he needed to do that with his brides, so he bought the equipment and started marketing it. Since then, he’s made custom rigs for his drones and included Live 360 and Ground 360 in virtual wedding movies for his brides. Clients can link to it on Vimeo or Facebook from their desktop, laptop or phones, or use goggles. David: “How much do you charge for VR video?” Mike began charging $750 for VR wedding video, but with every new VR video, he’s raised the price to $1,000, $1,250 or $1500. It’s an add-on to a basic package for the day. An exciting thing he’s been using is the new Insta 360-1R, which is two cameras that mount on the top and bottom of the Mavic 2Pro and can shoot stills or video without that dead spot on top (see link at bottom for website for Insta 360-1R) David: “In the last five years or so, as drones have become much more affordable and the technology has gotten a lot better, how has that impacted your business, if at all?” Mike says he’s always been an early adopter because it's given him the advantage of being able to market something that no one else has. With the wedding 360s, there may be only five other people in the country that offer that for wedding packages. He tells his brides, “it's the only shot of your wedding day where you'll be able to see everyone in your wedding in one shot.” Mike says, “I’m never satisfied with where my business is. I'm always looking for different ways to help my clients put the dream and the goal of what they need and want into images.” David: “So you have corporate and weddings, you're doing construction stuff, some VR stuff and the photo booth stuff. Is there anything else that you have going on that you're excited about?” Jensen Films is contracted with a real estate company that brings in actors to stand-in inside luxury homes while Mike films them. It’s a type of lifestyle video that’s simple to do. Mike brings in the actors and, now that he’s been licensed for a number of years, he flies the drone himself.  It’s also in the contract that when the house sells, they’ll pay him an extra $750 to $1,000. He also helps them by posting to his social media and giving them a little bit of advertising from his end. David: “If you had some advice to give somebody who's just starting a drone business—whether it's video, documenting construction sites, or mapping—what direction would you provide to get started?" 1-Always deliver more than you promise. Clients have come back to him again and again because he always delivers more. 2-Don't get into this industry unless you have a passion, not only for the drone work, but for the business end as well. The drone is the backend of the business. 3-Continue to improve on not only your technical flight skills, but on your creative photo and video skills, composition, movement, lighting. Whenever Mike flies for a client, he’s looking for that epic shot that will wow his clients. Connect with Mike: Website: www.jensenfilms.com Some samples of Mike’s 360VR wedding work: https://vimeo.com/262143827 https://vimeo.com/256345801 Insta360 One R: https://www.insta360.com/product/insta360-oner_twin-edition Have a Drone Business? Want to be Interviewed for Season 3? Complete this questionnaire: Drone to 1K Business Owner Application Training from Drone Launch Academy Part 107 Exam Prep Course ($50 off) Aerial Photo Pro Course ($50 off) Aerial Video A to Z Course ($100 off) Aerial Roof Inspection Pro Course ($100 off) Drones 101 Course ($20 off) Other Places to Listen iTunes Stitcher Google Play Spotify  

Alex is drone photographer and videographer. He is also the author of two of our Drone Launch Academy courses—Aerial Video A to Z and Aerial Photo Pro. David: “Let’s start with you giving us your background.” Alex already had a videography service. When he’d show up to film a corporate event, he said, it nagged at him that he needed to get a drone and a license to fly it. “I could see how much it helped to diversify between camera work and photography,” he said, “it’s easier to sell and rates go up way, way more if I'm adding photography and drones to the package.” Alex’s first drone was a Phantom 3 standard which hooked him. Although at first like a toy, he came to realize it wasn’t as easy as it looked. Once Alex upgraded to the Mavic pro, he felt it really started to work for him. David: “You mentioned you’d worked in film in Hollywood—tell us about that.” Alex worked on short films and for ESPN, Discovery Health and HGTV, as a camera operator. When he moved back to Phoenix and began doing corporate work, he says that because standards were lower and the budgets higher, he felt more in control of the work. He had creative freedom and client appreciation. From learning so much so fast in LA, which was a sink or swim environment, Phoenix’s high-stress environment felt like a cake walk—which helped him stand out. David: “That’s probably about the time you and I met right? I stumbled across one of your YouTube videos when I was developing the Part 107 course. I took it, bought all the equipment that you had, filmed everything and asked if I could pay you to edit it.” “You were my only fan up to that point. I’d filmed a couple of times with someone else’s Inspire, but I didn't own a drone yet.” After purchasing Alex’s course for $20, David and Alex started making plans to create a cinematography course. Quite suddenly, Alex found out he had a brain tumor and had to have surgery. Six months later, Alex and David re-convened to begin creating the course. Alex began focusing for 30 minutes and would have to sleep 12 hours; a week later, he could do an hour, a week later he could do 1 ½ hrs, etc. They put out that one course, got great feedback and ultimately scrapped and re-did it. David: “Let’s talk a little about your actual drone business. During this time, you’re still editing and flying drones for people. You have experience doing a lot of drone photography for clients. How did you get your first corporate video clients? Alex says it was such a powerful upsell right away to say he could film corporate events from the sky. He knew better angles and how to change settings to make it way more cinematic and because of that, he stood out. A two-day conference cost $2,500 to provide an edited a 4-minute compilation and photos. Alex went to popular conference places in Scottsdale and Phoenix and would film a ton of footage in all those places. So, prospects were confident he knew about drone filming, so he got hired for that even if he didn’t get hired for a full event. He charged $200/hour, which Alex says was easy to do to scare off the value-focused people who want to pay $50/hour, then ask for more time and revisions. Alex says, “When dealing with bigger clients and companies, what they’re mainly concerned about is quality—they want to make sure they get it right and don't look silly in their video. Also, when you quote a higher rate, they think you must be really serious and legitimate.” David: “Did they ask to see a demo reel? How else did you justify charging that much?" Once Alex got his Maverick Pro, he got a huge reel together by going around town filming. He also knew about SEO because he ranked number one in his city by making multiple smaller videos that were specific to what people were searching for.  And, Alex says, “When they then go to hire a guy to film there, I'm the one with my name in the title, so they're immediately going to click on it. That simple step, and I’m already halfway there.” David: “So your marketing strategy, was to go out, have fun, shoot as much stuff as you can, make it really good and put it on YouTube/Instagram? Or did you knock door to door asking people to pay you to film video? What are your recommendations to a new businessperson about how to start marketing?” Alex says when he started filming different parts of the city and putting it on Vimeo and YouTube, some got used, some didn't. He’d filmed Scottsdale in a lot of different conditions—the waterfront, a thunderhead, during a sunset, sunrise or rainbow, which made him stand out. When he started compiling them, the reel just got better and better. Alex says, “That footage doesn't have many views, yet I’ve been contacted by people who were going to hire a drone operator, but since I already had the footage, they wanted to buy it. It's EASY for them to pay you $150-300 because you have exactly what they want. Sometimes, also, they need help with other things.” Another thing he became aware of was that people who are moving to town would look at his videos, giving him more views and his footage rose in search results. David: “Do you want to give a quick rundown on the courses that you have with us--what they are about and what people learn in each one?” Alex agrees to talk about the courses and the timing is right because he added business and marketing sections which are important for those starting a drone business. Aerial Photo Pro is an intro to beginner to expert course on how to get great photos with your drone. It’s hop-on/off the bus whenever you want...you won’t learn it all and make an award-winning photo in one day. It goes into the things he is doing differently with simple stuff. It teaches how to take a raw photo, load it into Adobe Lightroom, and use brushes to make things look more “soft and fluffy” or really sharp. Alex says, “From a business perspective, I’ll always take a photography job. It's almost leisure, I still make $200 an hour and I can do 20 photos quickly. Whether for a construction site, a real estate developer or agent, it’s relaxing because you have so many chances to get the same thing.” Aerial Video A to Z helps people understand filming. Alex says video people make many mistakes in many places across too many things—and there’s a lot of bad advice out there. With video, there are many who don’t understands what they're filming so there's confusion—it’s like putting all this data through a teeny little straw and then taking a sliver out of the back end. This course is very in-depth and if you follow the steps in it, you can get very very good. You just have to be willing to go out, practice and go back and forth. “Once you do nail it, you feel like Steven Spielberg and you send it to everybody. You send these teeny little :30 clips to your mom and she's so proud of you. It's the best feeling ever.” Connect with Alex: Email: alex@dronelaunchacademy.com Have a Drone Business? Want to be Interviewed for Season 3? Complete this questionnaire: Drone to 1K Business Owner Application Training from Drone Launch Academy Part 107 Exam Prep Course ($50 off) Aerial Photo Pro Course ($50 off) Aerial Video A to Z Course ($100 off) Aerial Roof Inspection Pro Course ($100 off) Drones 101 Course ($20 off) Other Places to Listen iTunes Stitcher Google Play Spotify

Twenty years ago David Wood was ahead of the curve in the coaching space thanks to a workshop that led him to delve into the emotional aspects of business leadership. He is here today to discuss ways owners can use emotional intelligence to overcome the hurdles and valleys of growing a business. David is a high performance life and business coach, working solely with established entrepreneurs. He got his start on Park Avenue at the age of 23 and thought he had it made as a consulting actuary. A mandatory personal growth workshop made him realize that he was clueless about anything emotional in business. Today he uses his knowledge in his own business, Play for Real, to help entrepreneurs and business leaders push through tough scenarios with themselves and others and help them to do great things. David also is a coach trainer, mentor, author, and host of the Tough Conversations podcast. Episode Highlights: Reasons why David is speaking with us today. How he takes surface level goals and delves deeper into them. What questions entrepreneurs should ask themselves in order to get through any growth challenges in their business. David's focus on goal setting. The difference between a coach and a therapist. Why people seem so eager to move to the next thing when a sale is over. Quick coaching tips for business owners. The 4-step approach David suggests for sellers and buyers. How David's techniques can help your business and improve your life. Transcription: Mark: So a few years ago Joe I wrote a blog post on the Quiet Light blog and you can actually look this up and it's called I made a bad website acquisition. It was about a business that I bought and made some mistakes with and subsequently sold later on. At the end of that little ownership period that I had with that; it was a really small acquisition, we're talking a very small five figure level here but at the end of that period I hated that business. I hated it so much because it wasn't making any money. It was taking a bunch of my time. The logistics were a bit of a pain. And I got to the point where frankly I was willing to get rid of it for just about anything. And when we talk about the soft side of a transaction a lot of times people want to talk about the financial side and the metrics and the numbers and the financials; how do you actually juice that multiple, how do you get the value as high as you can? But so much of what we do is on that other side and that is the soft side of the transaction and understanding the arc of an entrepreneur's ownership of the business and how are you going to feel when you sold that business as well. And look before you turn it off and think this is all soft gooey stuff; this has a real impact on valuations. And I know you talked to David Wood about this, he was a business coach, because he really kind of keyed in on that as well. Joe: Yeah I know it has a tremendous impact. I like to say don't let the business outgrow you. That's generally why people sell because they've got a certain capacity and the business outgrows them; they get sick of it, they get frustrated, trends change, and they sell which is exactly what not to do. So working with a business coach like David who spends a lot of time with people in the e-commerce world helps you understand what your own personal goals are in business and in life. They're combined when you're an entrepreneur. And helps you get through those valleys and over those hurdles as you need to. David is a good friend of Ezra Firestone. I met him at Blue Ribbon Mastermind. Brad and I and Chris were there so I heard him do a fantastic presentation and I just had to connect with him afterwards and have him on the podcast. I think he can and will and has through the podcast I listened to he imparted some great wisdom when it comes to operating a business within your own capacity. Mark: Let's hear it. Let's get to it. Joe: Hey folks Joe Valley here from Quiet Light Brokerage and today I've got David Wood from Play for Real with us. David is actually a high performance life and business coach. I met him at Ezra Firestone's Blue Ribbon Mastermind event in; where were we David? St. Petersburg, Florida. David: Yeah. Joe: In January of 2019. I'm sorry 2020. David is a good friend of Ezra's and he did such an amazing presentation I wanted to have him on the podcast. Welcome to the Quiet Light Podcast David. David: Hey thank you. I'm happy to be here. Joe: Well, I'm glad you're here. We don't do fancy introductions so why don't you go ahead and give the people listening a little bit of background on yourself and what you do. David: Sure. Well I thought I was successful and I was at the age of say 23 because I was working on Park Avenue. I grew up in our country town in Australia. And here I am on Park Avenue consulting with Sony Music for the next song and I thought I pretty much got it made. I was a consulting actuary and for people who don't know what that is, we deal with financial projections going say 50 to 100 years into the future. Joe: Wow. David: And so my job was risk assessment but then I lucked into doing a personal growth program and I nearly didn't do it because they were all smiling way too much and they all wore nametags. I'm like this is very cult-y. I don't know about this but I didn't let that stop me and they cracked me open. They had me realize that I'd gotten great at systems and logic and results but I didn't know anything about vulnerability. I knew nothing about deep connection with other people and how to really influence people. Emotional Intelligence was something I hadn't even heard of. So the first half of my life was about business and results and success in that line of work and then the last half of my life has been about researching the more I still call it hippie woo-woo stuff like the touchy feely stuff. How do I make eye contact with someone? How do I be vulnerable? How do I deeply connect? So the people who come to me don't just want their business to be better. You can get a lot of business coaches for that. And they don't just want a part of their life to be better. They want everything to be to be better than it was before. So that's the short version of; oh I didn't say to in that course I got to coach somebody. Someone was really stuck about something that was destroying her marriage and I was able to hold space for her and her life changed and I got hooked. I was like this is amazing. I just spot the patterns and see what's missing and make a suggestion and she ran with it, totally revamped her marriage and her life, and I was like I can do this more than as a hobby? And this is back in ‘97 and it turned out yes you can. People were just starting to consider coaching as a career. So now I've been doing it for 20 years and I don't see any sign of stopping. Joe: You were ahead of the curve then and you're doing pretty amazing stuff now. You didn't mention that you wrote a book, that you're on stage quite often, you're on 70 podcasts last year, then Loosening Jack Canfield or John Gray did the inside cover of your book or things of that nature. You're pretty well connected with high level people but you deal with a lot of entrepreneurs as well in your coaching business, is that right? David: Yeah I'd coach entrepreneurs mainly for the last 20 years. Now I'm doing more corporate stuff, some vice presidents and also some prison work and working with prison inmates so I'm expanding but I'm an entrepreneur at heart. So I love working with entrepreneurs who are already doing great things. I don't work with just startup. You have to have a track record of success and then let's; how do you go further? Joe: The people listening are probably saying well why are we on the podcast together; why are you here? David: Yes. Joe: And when we list a business for sale oftentimes someone will say; a buyer, well if it's so great why are they selling? Or we always ask the question why they're selling. And more and more often what happens, people, is that a business outgrows the individual. And what we want people to do is understand first and foremost who they are, what they're capable, what their likes are, what their dislikes are, what drives them, what fills the cup and makes them happy. And that's a lot of what you do in your day to day work, David, is that correct? David: Yeah. Joe: Okay. David: Yeah I get people who have got surface level goals. They come to me like they want to be a better leader. They want to learn how to manage their team or something like that. And that's fine. Let's start there. But then I want to know what's really going to have you be happy. And some people know and they just don't think it's possible or they haven't put time and attention on making it happen. Some people haven't really asked themselves the question; how could my life be better? And that's the sum total of my initial sessions with a client; how can your life be better? Sometimes it's a business goal. If my business increased by 30%, that would do a lot for me financially and my family and then my life would be better. Okay maybe I'll buy that. But normally there are other things like what if my relationship with my partner was deeper? What if my kids opened up to me and talked to me about their life? What if I had the health that I wanted? So yeah I like digging into those questions like how could it be better? Joe: How can the people listening today sort of figure out what questions to ask themselves? Imagine we've got an audience that it's got a healthy mix of entrepreneurs that someday may sell their business. They're learning about buying and selling and preparing the business for sale. And then the other half of the audience might be those that are thinking you know what I'm going to buy one of these someday because they're unhappy in the corporate world or they've sold one and they don't want to take the risk of building another so they're choosing to buy. But let's focus first on those people that are struggling with the business that they have; they've grown it, they bootstrapped it, it's growing like crazy, and they're just trying to keep up. How does one identify what their own comfort level is with the size of the business or the staff or the growth? Because a lot of what we deal with are people that wait too long that things get pretty miserable because it's grown to the point where it's beyond their comfort level. They don't want to manage people. Mark and I had this conversation this morning and he's like we're doing an organizational chart here at Quiet Light Brokerage and I'm in a particular place mark and we're all in different places. The key center of our organization is the advisors; our team of advisers. And I'm straddling a couple of areas, Mark is straddling a couple of areas and we said to each other we have the right as entrepreneurs to do what makes us happy. We want to choose that path. How does one identify what it is that makes them happy? Is there a is there a process that that they would go through in terms of goal setting or asking questions of themselves and I will just stop rambling now answer that question help me out. David: So the question is how can people identify how they can be happy; what are the right questions they can ask themselves? And I love this, on 75 interviews last year no one's really asked me this question. So what I did is I went straight to my website and I'll read out some of the questions. I have a life assessment that anyone can take. And if you like we can give it to people at the end of the show. They can go and fill it in but I'll read out some of the questions. I have people in this assessment rate your life areas out of 10; business career fulfillment, wealth and money, your key relationship, health and peace. I even include relationship with yourself; like how much do you like yourself. So these are a few of the areas, there are a few more which I don't want to steal all the thunder. I'll leave some for people to find when they go and fill it in. And I have people rate them out of ten and that helps them look at oh wow this area is really a three; like my health and peace is a three, what's going on there? Or my relationship with my partner is like a six. Is that really okay with me? Like am I really going to leave the rest of my life at a six? So that's the first point and then I have people rate coaching areas; how about how are you doing with real goals? I'd like to talk about; and you heard this in my presentation at Ezra's Blue Ribbon, GPA, goals planning and action. So out of ten how are you doing with setting real goals, having a real plan, and taking real action? A lot of people would like to be more focused. We're kind of like a monkey on crack when it comes to getting work done. How about your daring, your caring, your decisiveness? So you rate these out of 10 and by the way this form doubles as prep if anyone wants to do a session with me. I use this as an intake because I want to go straight to wow you're doing great here, here, here, here, and here are three areas that look like they could be doing better. Which of these do you want to focus on? Joe: I think the real goals thing is amazing and critical and so obvious that everybody should be doing it but I don't think they do. I read decades ago; right David, we both got some gray on the chin that Harvard; I took a little class at Harvard, half the kids wrote down their goals and half didn't. Those that wrote down their goals were something like ten times as wealthy or successful and happy as those that didn't. One of the things that we're trying to do here and having you on is part of that mind shift. I want people to stop asking the question how much is my business worth, how much can I sell my business for, I'm ready to some business how much can I, how much can I? Instead set goals and say in three years I want to sell my business for X and then reverse engineer the pathway to that and understanding, gaining the knowledge on valuations and setting goals to that pathway exit. Are you working with people in terms of that goal section of their life whether it's personal, with their partner, with their business, with whatever it is that is weak on that scale and helping them with goals or do you just sort of act in a way almost, and what's the difference between a therapist and a life coach and a business coach in this situation? David: All right we've got three areas I want to address here. We'll see if I can track and remember all of them. The first one… Joe: I won't remember them all so don't worry about it. David: The first one is for me I like your process in this many years I want to sell my business for X. I think that's missing a key step. I would say firstly how do you want to feel in three years? It's incredible; and you can do this when you're doing a New Year's visioning session if you ever do that kind of thing. Like don't set goals first, set feeling goals. I want to feel this. And then you can set some goals that will help you feel that. I want to feel at peace. I want to feel deeply in love with my partner. I want to feel joy as I walk down the street and look at strangers. Those aren't some bad goals; actually this came off the top of my head. And then all right to feel like that what would I need to be doing? And I looked at well I love coaching. I've wrote this down; it was three or four years ago, I need to be more coaching and training because I'm inspired when that happens and I want to feel inspired. It's like oh wow I didn't know that. So it is a goal. So first step, how do I want to feel, secondly what do you need in your life to feel that and there might be a financial component to that. All right I need at minimum this amount of money to support these goals that are going to have me feel good. And you probably found this when you coach your clients, it might be less money than you thought the minimum. They have done some studies that show that first; I don't know how much it is 50 or 60 grand can really do a lot to provide happiness in the year and after that it drops way off because you need your own food and you want shelter and you want some basic peace. But after that that poor show that extra trip or vacation isn't going to do that much at all. So that's the first thing. And then there was a second component. I know I remember the therapy component but what was the other component to your question? Joe: I told you I wouldn't remember David. Come on, I'm serious. I meant it. David: Oh that's right. I wanted to say some people come to me ready with goals. They're like I know what I want I'm just not getting there fast enough. So we might do brainstorming or we might have to strategize a plan and they might just need some accountability to put attention on it. All right every week I'm going to do it. Other people it might take three to six sessions to peel the onion and to just uncover. They may not know yet. Like people would come to me with I want this this and this, six months later we've uncovered that; I'm working with an executive right now who finally has seen that he's really arrogant and he thinks he's smarter than everybody else which may be true but it's not serving him. He didn't come to me with that but it's a merge and it's impacting all of his relationships not just at work. Joe: Did he come to that realization and share it with you or did you go you know you think you're; how do you come about that realization? David: Well, sometimes I might gently point it out and I have that privilege because they're paying me. So I can say you know I think I have some feedback that might not be easy to hear but it might be very valuable, would you like to hear it? You're never going to get a no from someone who's paying you to hear your idea. But he came to me. He said you know what I think I can be a bit of a jerk and we; actually this was really fun. Sometimes you get to have fun in coaching. I said to him there's a chance. I know this is hippie woo-woo but I think you could really make a big difference for you if you're willing. It comes from the Himalayas and you're willing to trust me on this. He said all right. So I took him through this Himalayan chant. It starts with; maybe you've heard it, it starts with Owa Tajer Kiam and we did this and we kept on going and he got faster and faster saying it with me until he realized he was saying oh what a jerk I am, oh what a jerk I am, oh what a jerk I am. And when he finally got it he laughed so hard and that's part of my style is let's bring some humor to it. Yeah, you can be a jerk, so can I. When I'm frustrated I'll use my intelligence to belittle the waiter and they may not even know. And then I'll feel bad about it. But we're getting off track. So some people have a sense of what they want, other people it's going to take some time to uncover and I find that really fun and fascinating. And then you said how is coaching different from therapy. It's very contentious. A therapist will argue about this but once I heard this metaphor a therapist will help a man with a broken leg to walk again and a coach will help that man to run the four minute mile. Joe: Okay. That's not mental therapy though that's physical therapy. How do you differ from somebody sitting down and saying I'm unhappy with my life? David: Well the metaphor is more about someone who's really, really struggling to go from bad to okay versus helping someone to go from okay to good or from good to great. Joe: Okay. And you're the okay to good or good to great. David: Yeah, that's my target market. Now there are coaches who might be willing to work with someone who's really struggling financially. For example if someone's got a lot of historical stuff trauma and baggage from that; and I'm one of them, I have no judgment about that. That's not me. I would say a therapist could spend time with you to help you unpack and bring up all those feelings from the past and like that. I'm more interested in what do you want and what are you going to do about it and there is some overlap because sometimes people have limiting beliefs. And I've got one vice president who said I think I've got some limiting beliefs that are holding me back, can you help me with those? I'm like yeah we can bust those open. But I'm not going to do a lot of how was it when your father treated you this way and whatever; that's not my style. I'll refer someone to a therapist if it looks like there's some old stuff that's really holding them back. And a disclaimer and a plug for therapists there are some therapists who will work with people who are doing just fine and help them go to great. So it's a broad brush painting with right now. Joe: But I got to tell you in the future audience you may hear me say how do you want to feel in three years when you sell your business instead of what's your financial goal. What do you want to exit for? Inaudible[00:21:40.0] a combination of both. Because I've got to tell you people are this is their baby they've built it up and sometimes they're sad to sell it. But I'm interviewing people right now for the purposes of writing a book. Yes this is the second time I've mentioned this on the podcast and I will not be obnoxious and plug it all the time but it's fascinating. The idea is when that wire hits your account and you can do it with your phone now and you see all of those zeros in your bank account for the first time, what was that feeling like is the question that I asked. And the feeling was okay, that's good. Now I've got to get to work and helping with the transition of the business and keep going. It wasn't champagne popping and jubilation and things of that nature. And do you think that's because; and I heard this literally at three out of the five interviews that I've done so far. Do you think that is just because they're caught up in time focused on the work at hand versus setting a financial and feeling goal when someone exits their business? David: I think the question is why are people so quick to move on to the next thing and they're not celebrating and enjoying? Joe: Yeah I guess so. Thank you. You do a better job of reframing my questions than I do. Thank you. David: My pleasure. Firstly tell me do you have a working title for your book? Joe: I do. We talked about it. That's right. David: I think there was one line you said and like oh you got to hold on to that line. I can't remember what it was. Joe: We did. I've settled on; and this is the part where I'm either an idiot or brilliant. I sent out two title options; I already said it to everybody here, one was Incredible Exits which is a series we use here on the podcast for people who have sold their businesses. And the other was Exitpreneur. David: That's the one I remember, yeah. Joe: That's the one that stuck. Right. So I think probably 24 out of 25 people said Incredible Exits, go with it, it's just that. David: Do you remember the book title that I suggested? Joe: Yes Making Exit Sexy Again or something along that lines. David: No, that might be the subtitle but you said to me something like the real money is in the something. Joe: It's when you exit the business. Yeah the real money is when you exit. And then yes… David: It was nothing like where the real money is. I forgot what it was but I was very excited about it at the time. I really am. Joe: We're Making Financial Sexy Again that was the subtitle that you suggested. David: Your financials; because you said the real money is in the financials and people might get that and so you can make it sexy. Joe: Or eyes bleed. Well I ended up settling on The Exitpreneurs Playbook with the whole goal of setting a goal and reverse engineering your pathway to that. But we might add some feelings in that goal. David: Yeah. So speaking about reverse engineering I'll comment on why I think we're so quick to skip over the celebration but firstly I want to tweak or reframe something you said. I agree with you it would be good to ask them how do you want to feel when you sell the business. So that's great. I think that would be a good move. And what I'm talking about that I want to clarify it is much broader than that. I'm saying how do you want to feel in your life generally. Joe: Yeah. David: And so just for listeners to make sure that that's clear; how do you want to feel generally when you wake up, as you go about the day, when you go to bed. How do you want to feel and what kind of activities and things actually have you feel that and then reverse engineer the life of that. And you may find that money would be a component and that's where Joe can come in and help you maximize what you get for your business to support what you've already created in terms of your life goals. Now why I think we're so quick to skip and I'm one of them once a while this is I say why we are quick to skip the celebration and I got this from Dan Sullivan I think; a Strategic Coach. So we're looking forward, that's how we're oriented. We're looking forward and we constantly see the gap between where we are and where we want to be. And that's great that's the ego's job because it wants to put food on the table. But when we do that all we're going to see constantly are gaps. We're constantly going to see what there is to do and it can be overwhelming and we miss the celebration. If we want to feel good and acknowledge ourselves for how far we've come we have to turn around. Metaphorically look backwards and see how far we've come and that's the gain. So he talks about Gain and Gap and I'm always like all right that was good. Now what's next? And I have to slow down and even say to people we're celebrating or I'm going to pop some champagne or we're going to dinner or dinner's on me because I want to really acknowledge this win in my life that for example my health has been pretty rough for quite a while and I went out three times last week to go and be with people and get limbic connection and that's a win. So we can slow down and celebrate that and say wow look how great that is instead of looking forward to go there's still so much to do health wise to heal. So does that answer your question? Joe: It does. Thank you. Have you got any quick tips for those that are too afraid to hire a personal and business and life coach; have you got any quick tips in terms of somebody that's caught up in that grind every single day just trying to keep the wheels on the bus and not run out of inventory and deal with the coronavirus now and tariffs and so on and so forth? How do they kind of slow down and focus and appreciate what it is that they've got so that they can look forward with a clear vision? David: Yeah well I would recommend filling in the life assessment at PlayforReal.life. It'd take you five or 10 minutes and it's great information to have about your life. And then you can see oh maybe I want to work on the real goals, I'm going to sit down and do an hour session with myself and set some specific measurable targets that will have me feel great. So that's one thing. I like to talk about truth and daring in particular. Joe: I played that as a kid. David: Yeah well that's Truth or Dare. Joe: I know, I know. David: I like truth and dare. I don't know if those are quick tips but I think the more we speak out truth the better life gets the more attractive we get. We might rock the boat a few times and have some teething pains but I think… Joe: So speaking the truth to those around you, to yourself, is a daring thing to do? David: Most of us have grown up learning to hide things. We learn it covertly and subconsciously. We're like I'm just going to keep all this stuff in here and I'll show the world what's safe. And I get that and sometimes that's appropriate. But nine out of 10 times I think it separates us and a great leadership move and personal growth move is to share the things that are a little edgy. Hey when you said that I felt disappointed or I notice I want us to feel better working together and it feels strange and I don't know what it is to talk about it. Joe: It's hard to initiate that. David: Yeah. Joe: How do you initiate that? I remember I was a kid; I was in my 20s and I was volunteering at this theater in Portland, Maine and doing a massive renovation. It was going to end up being a concert venue and I volunteered to work my tail off so that I could become an employee of the company when it finally opened. And I got that opportunity and it really pissed off somebody else and we weren't done yet. We still had another three or four weeks and that person he could have been bumping into me with his shoulder because he was so upset he would have. It was that kind of you know mental stare and whatnot and finally I just said hey what have I done to upset and offend you? And it was hard for me to figure out what to say but it worked and we became friends afterwards oddly enough. And so I did; I was truthful and confronted him I dared to and it worked out very well but it's very hard to do. David: Yeah. Joe: How do you bridge that gap and say it? David: Well the biggest obstacle is most people aren't even aware of those troops that are swimming around in their subconscious. They're just like that guy's a dick. Or that I don't like her or I'm just not going to work with him again. He's unreliable, right? We don't even see that I could speak up and possibly change this. So that's the first thing is become aware of it. And I'm working on an app called it; that will help you do a true thought to try and work out oh what are the truths that I could say if I felt courageous? Secondly once you work it out say it's like that guy and you're feeling like things are strained and you want to bring up the conversation, the thing that gets in the way is lack of clarity. You're not aware yet what your hope or intention is like what's the good that could come out of it? You haven't generated that yet. So it's a bit murky. You're not totally clear what you're afraid of. It's probably something like he might get defensive or it might be really awkward and might make things worse. But that's not clear in the mind. So I have a free download on the on the website. It's called A Four Step Tough Conversations Blueprint and the worksheet will help you get clear, it'll even ask you is there a request you could make; something they could do that would improve the situation? so you get clarity then you're going to be much more likely to have the conversation because like oh now I know what's going on. Before I was just this jumble of I just didn't like what was happening. Then once you got the clarity you can follow the four steps which give you to them in a nutshell. You asked permission, don't just dump the conversation; can I talk to you about something for a few minutes? You share one hope and one fear. My hope is that we'll feel more connected after it because I'm feeling like things are a little strange now my hesitation is I might make it worse. But are you willing; can I share the issue? And then three you share the issue and make your request. My request would be just that you let me know what's going on or if there's any way I can improve the situation. Joe: You make it sound very easy. David: Well I've had a lot of practice doing them and talking about it and the worksheet really does make it a lot easier. I'm not saying you're not going to feel uncomfortable and I'm not saying there isn't risk. That's what makes it a little bit exciting but your chances of it going better are much clearer because you'll have the steps. You can even take a printout with you and say I wrote down some talking points because I wanted to do a good job at this. And then the step four; super important, is get curious and listen. How is this from your side? What are you experiencing? Do you have a better idea than what I do? And then you shut up and you listen and then you'll work it out together. Joe: I love it. Can you summarize for us as we're wrapping up and running out of time how is it David that this is helpful for people in business; the entrepreneurs that are here in the audience? David: Oh my God. It's helpful for everyone but specifically in business you want your staff to be motivated and empowered. I had my assistant quit out of nowhere. She did only three things that weren't working for her and she didn't have the training as most people don't know how to speak up. She didn't even consider a conversation was possible. So by you learning these techniques and practicing it you can model it for others so that you can have more communication among your team. You become more attractive as a leader. You're going to build more loyalty that people want to work with you. They will have a sense that they can trust you. You'll have more customers because your energy is going to shift. And they'll be like oh wow; like Ezra, right? I say one of the reasons that people go and pay and be part of Blue Ribbon Mastermind is because of who Ezra is and how he shows up. And he's learned how to have these conversations and speak truth. So if we had more time I could probably go into 10 more benefits but here's one final benefit. You will feel better and you will like yourself more if you're speaking truth. Joe: Yeah that's a pretty huge benefit, that's called being happy. So I'm going to go ahead and download it myself. I know you and I are going to chat personally next week and I'm very confident that I will actually become one of your clients and maybe we'll have you back on and talk about my personal experience and how we went through that process and what it's made; a difference for me, in my life here at Quiet Light Brokerage. All right. Any last minute thoughts and then of course again the URL at how people reach you if they want to touch base and possibly have a coaching session or just learn more from what you do on the website. David: Yeah. Thank you. So my last thoughts are you're doing great; wherever you are, whatever you're doing, life is incredibly complex. I'm going to do a rant sometime on this. Things are designed to break down. That's how it's going to work. And you made it this far. You're doing great. You don't need anything else. That's the number one thing. Secondly there's always room for more; for things to be better. That's the game I'm playing. How I do better and get the most out of this this life. And so if you want to practice speaking a truth more maybe having a few tough conversations I think that'll help. Setting goals and really we didn't talk about laser focused action but those are some things that can help. My invitation, if people want to find out more or get in touch with me PlayforReal.life is my website and there are three cool things you can do at that site all at the same link. One you can download this blueprint if you want to have a blueprint; a roadmap for your tough conversations. Secondly I have my own podcast if you want to listen to me as well as Joe. I've got Tough Conversations with David Wood, you can subscribe at the website. And the third thing if something resonated for you on this call and you'll like I want life to be better. I want business to be better and if you think you might be coachable like you're open to input see if you qualify for a discovery session. If you qualify I don't charge for that one because it's fun and too because it's how I find the right people to work with long term. We'll actually dive into your life and business and create a plan. And if you want to implement it on your own, keep me posted. Let me know how it goes and if we both believe that coaching can have a big impact we'll talk about setting up coaching and that's all at PlayforReal.life. Joe: All right. Well I'm looking forward to it myself David. Thanks for coming on the show I appreciate it. And I hope you can help a lot of people in the audience just be happier in life and happier and more successful in business. Thank you very much. David: My pleasure Joe. Thank you. Links and Resources: Play For Real David's Podcast  

最实用日常生活及旅游英语，零基础学习必备！每日更新！喜马拉雅听众有福啦！笨笨老师5天系统直播课程免费送！【额外福利赠送】免费五天直播课程学习助你：3个月说出简单英语口语，6-12个月一口流利英语口语！一口流利的英语=1整套真正有效的课程（独特科学的学习方法+发音+词汇+连略读+句型+英语思维+结构变换+情景对话）【听课好礼】 好礼一：连续听课三次送价值299元《走遍美国》全集课程视频！ 好礼二：听课抽奖再送实用英语口语纸质书籍免费包邮到家！好礼三：听课完成三次作业的同学均可获赠笨笨口语《十年精选英语学习资料》全集。【听课方式】复制并加笨笨老师微信号立即听课微信号：benbenkouyu1，备注：学习微信号：benbenkouyu1，备注：学习微信号：benbenkouyu1，备注：学习你的英语够礼貌吗？在日常中，一口有涵养的英语既能让你获得体面，又能获得别人的尊重，让别人对你刮目相看。1. After you. 你先请。这是一句很常用的客套话，在进／出门，上车得场合你都可以表现一下。　　2. I just couldn't help it. 我就是忍不住。想想看，这样一个漂亮的句子可用于多少个场合？下面是随意举的一个例子：I was deeply moved by the film and I cried and cried. I just couldn't help it.3. Don't take it to heart. 别往心里去，别为此而忧虑伤神。例句：This test isn't that important. Don't take it to heart.4. We'd better be off. 我们该走了。It's getting late. We'd better be off.5. Let's face it. 面对现实吧。常表明说话人不愿意逃避困难的现状。例句：I know it's a difficult situation. Let's face it, OK?　　6. Let's get started. 咱们开始干吧。劝导别人时说：Don't just talk. Let's get started.7. I'm really dead. 我真要累死了。坦诚自己的感受时说：After all that work, I'm really dead.　　8. I've done my best. 我已尽力了。9. Is that so? 真是那样吗？常用在一个人听了一件事后表示惊讶、怀疑。10. Don't play games with me!别跟我耍花招！11. I don't know for sure.我不确切知道。Stranger：Could you tell me how to get to the town hall?Tom: I don't know for sure. Maybe you could ask the policeman over there.　　12. I'm not going to kid you.我不是跟你开玩笑的。Karin：You quit the job? You are kidding.Jack: I'm not going to kid you. I'm serious.　　13. That's something. 太好了，太棒了。A: I'm granted a full scholarship for this semester.B: Congratulations. That's something.　　14. Brilliant idea!这主意真棒！这主意真高明！15. Do you really mean it? 此话当真？Michael：Whenever you are short of money, just come to me.David: Do you really mean it?　　16. You are a great help.你帮了大忙。17. I couldn't be more sure. 我再也肯定不过。　　18. I am behind you.我支持你。A: Whatever decision you're going to make, I am behind you.19. I'm broke.我身无分文。　　20. Mind you!请注意！听着！例句：Mind you! He's a very nice fellow though bad-tempered.　　21. You can count on it.你尽管相信好了，尽管放心。A：Do you think he will come to my birthday party?B: You can count on it.　　22. I never liked it anyway.我一直不太喜欢这东西。当朋友或同事不小心摔坏你的东西时就可以用上这句话给他一个台阶，打破尴尬局面：Oh, don't worry. I'm thinking of buying a new one. I never liked it anyway.　　23. That depends.看情况再说。24. Thanks anyway.无论如何我还是得谢谢你。当别人尽力要帮助你却没帮成时，你就可以用这个短语表示谢意。　　25. It's a deal.一言为定Harry：Haven't seen you for ages. Let's have a get-together next week.Jenny: It's a deal.【武汉加油 学习也要加油】呆在家就是为国家做贡献防控疫情，在家学习五天免费直播口语课程旅游英语干货，口语知识，学习方法3个月学会简单英语6-12个月说出一口流利英语口语【学习内容】音标，拼读，连读略读，语音语调词汇，句型，听力，思维，情景对话笨笨口语独创三大方法突破哑巴英语从零基础到流利口语。【直播时间】2月24日（周一晚）8点准时开课！【听课好礼】 好礼一：连续听课三次送价值299元《走遍美国》全集课程视频！ 好礼二：听课抽奖再送实用英语口语纸质书籍免费包邮到家！好礼三：听课完成三次作业的同学均可获赠笨笨口语《十年精选英语学习资料》全集。【听课方式】复制并加笨笨老师微信号立即听课微信号：benbenkouyu1，备注：学习微信号：benbenkouyu1，备注：学习微信号：benbenkouyu1，备注：学习

最实用日常生活及旅游英语，零基础学习必备！每日更新！喜马拉雅听众有福啦！笨笨老师5天系统直播课程免费送！【额外福利赠送】免费五天直播课程学习助你：3个月说出简单英语口语，6-12个月一口流利英语口语！一口流利的英语=1整套真正有效的课程（独特科学的学习方法+发音+词汇+连略读+句型+英语思维+结构变换+情景对话）【听课好礼】听课立送价值299元《走遍美国》全集课程视频！复制并加笨笨老师微信号立即听课微信号：benbenkouyu1，备注：学习你的英语够礼貌吗？在日常中，一口有涵养的英语既能让你获得体面，又能获得别人的尊重，让别人对你刮目相看。1. After you. 你先请。这是一句很常用的客套话，在进／出门，上车得场合你都可以表现一下。　　2. I just couldn't help it. 我就是忍不住。想想看，这样一个漂亮的句子可用于多少个场合？下面是随意举的一个例子：I was deeply moved by the film and I cried and cried. I just couldn't help it.3. Don't take it to heart. 别往心里去，别为此而忧虑伤神。例句：This test isn't that important. Don't take it to heart.　　4. We'd better be off. 我们该走了。It's getting late. We'd better be off.　　5. Let's face it. 面对现实吧。常表明说话人不愿意逃避困难的现状。例句：I know it's a difficult situation. Let's face it, OK?　　6. Let's get started. 咱们开始干吧。劝导别人时说：Don't just talk. Let's get started.7. I'm really dead. 我真要累死了。坦诚自己的感受时说：After all that work, I'm really dead.　　8. I've done my best. 我已尽力了。9. Is that so? 真是那样吗？常用在一个人听了一件事后表示惊讶、怀疑。10. Don't play games with me!别跟我耍花招！11. I don't know for sure.我不确切知道。Stranger：Could you tell me how to get to the town hall?Tom: I don't know for sure. Maybe you could ask the policeman over there.　　12. I'm not going to kid you.我不是跟你开玩笑的。Karin：You quit the job? You are kidding.Jack: I'm not going to kid you. I'm serious.　　13. That's something. 太好了，太棒了。A: I'm granted a full scholarship for this semester.B: Congratulations. That's something.　　14. Brilliant idea!这主意真棒！这主意真高明！15. Do you really mean it? 此话当真？Michael：Whenever you are short of money, just come to me.David: Do you really mean it?　　16. You are a great help.你帮了大忙。17. I couldn't be more sure. 我再也肯定不过。　　18. I am behind you.我支持你。A: Whatever decision you're going to make, I am behind you.19. I'm broke.我身无分文。　　20. Mind you!请注意！听着！例句：Mind you! He's a very nice fellow though bad-tempered.　　21. You can count on it.你尽管相信好了，尽管放心。A：Do you think he will come to my birthday party?B: You can count on it.　　22. I never liked it anyway.我一直不太喜欢这东西。当朋友或同事不小心摔坏你的东西时就可以用上这句话给他一个台阶，打破尴尬局面：Oh, don't worry. I'm thinking of buying a new one. I never liked it anyway.　　23. That depends.看情况再说。24. Thanks anyway.无论如何我还是得谢谢你。当别人尽力要帮助你却没帮成时，你就可以用这个短语表示谢意。　　25. It's a deal.一言为定Harry：Haven't seen you for ages. Let's have a get-together next week.Jenny: It's a deal.英语干货，口语知识你一定不能错过的一次英语口语提升机会【学习内容】音标，拼读，连读略读，语音语调词汇，句型，情景对话等，笨笨口语独创三大方法突破哑巴英语从零基础到流利口语。【直播时间】9月8日（周日晚）8点准时开课！【听课好礼】进群听课立送价值299元《走遍美国》全集课程视频！复制并加笨笨老师微信号立即听课微信号：benbenkouyu1，备注：学习

Episode Notes [music]Sophia Lo: Hi everyone, welcome to…Everyone: Second GenerAsian!Sophia: I’m Sophia.Hannah Julie Yoon: I’m Hannah.David Deloso: and I’m David.Hannah: And today’s special guest, we have our friend Gabby!Gabby Rabon: Hi!Hannah: Can you tell us a little bit about yourself?Gabby: Sure, so I am a quarter Japanese and otherwise very very White. I’m a freshman here studying Journalism and Spanish. Hannah: How do you know us?Gabby: We all live together in CRC.Hannah: Yes we do!Gabby: It's great.David: So when you were growing up, were people aware that you were part Asian?Gabby: I mean, sort of. I look very White so it's not something people would have guessed right away, but it was always one of those “fun fact” things for when we had culture day in school, you know, the teachers would always ask my mom to bring in our Japanese dolls and make sushi or something, so it was something that people were aware of once they knew me, and then it became sort of a weird thing in that most of my school was, or almost a 100 percent of my school was very White growing up so when I left, I was told I couldn't leave because I was the diversity.Hannah: Wow, diversity matters.[laughs]David: So did people treat you differently, as the sort of diversity?Hannah: As the token Asian kid?Gabby: Right right, which is funny because I'm really not, but...[laughs]Gabby : Definitely because once they knew they would either make jokes about it. I got the eye thing a lot, or I got called names which I am not going to say on the air because I am a White person. Also, there would be sometimes where people just wouldn't believe me, which is fine, it's valid, but also, but also I don't know what to tell them. I guess I don't really care what they think or whether they believe it.Sophia: So how do you relate to your Japanese culture?Gabby: Ooh, um, that's a tough one.Hannah: Well, , how much, I guess how Japanese was your life growing up?Gabby: Yeah well, so when my grandmother came to the United States, she made a very very determined effort to force all of her kids to assimilate so that they would be accepted because she faced so much discrimination. So even my mother who is half Japanese does not have as strong of a relationship to her culture as a lot of the half Asian people that I know nowadays for that reason. So I definitely didn’t have that much exposure to it growing up we would have mochi on the new year, we would eat pocky or whatever and we would go visit my grandmother. She lived in Ohio, so we didn't get to see her that often. We were several hours apart. But when we did see her, I was aware and I had a book of Japanese fairy tales that I would read. So, I had some relation to it growing up but I sort of kind of tried to ignore it because it was a reason I got made fun of, and I didn't really feel comfortable with it because I don't look Asian, so now I'm trying to reach out and accept it more.David: So what forms has that taken? ow have you tried to reconnect?Gabby: I think a lot of it has to do with processing and learning more about my grandmother's history. Part of the reason that I want to dive more into my Asian background is because of all the things she went through and I don't want that to just die out because she's no longer alive, because she went through a lot and I feel her experience is important and it’s incredibly unique but it's also a part of the larger story of immigration to the United States and feeling forced to assimilate to White American culture. So really just diving into her story and learning more about it, I've also, Subtle Asian Traits has been really helpful, going to dim sum or whatever, having a good time, it's been fun.Sophia: So you seem to have a lot of your grandma in mind when you're thinking about your Asian identity, could you tell us a little bit about her?Gabby: Sure! So my grandmother's name was Katsuko Ujihara and she lived in Japan, she was born in Japan, she lived there until she was around 30. She grew up during World War II, so there was an air raid near her school and a piece of shrapnel decapitated her best friend and lodged in her arm, so that's the beginning of her struggle. And then her family had her in an arranged marriage but right before she got married she eloped with an American GI, my grandfather, because she wanted to get out of this arranged marriage. And she kind of expected the whole American Dream, you know, white picket fence, suburban living, whatever, but what she ended up getting was an abusive husband, five children, and a single wide trailer. And then her husband ended up leaving her, she didn't really speak English very well, she couldn't drive, she worked for less than minimum wage, which was at that time two dollars and 33 cents an hour. So, she had a really rough time. She was heavily discriminated against not only for not being able to speak English very well and for her appearance but also because this was right around the time of the Korean War. So everyone hated Asian people!David: So how do you feel the White side of your family has interacted with the Asian side? Do they click together?Gabby: Yeah, I mean, my family on my mom's side is very melded together. We're all just kind of a hot mess. We have a lot of fun, we're all very loud, very in your face. It's less about, the difference between who's Asian and who's not — that doesn't really come into it. It's just sort of a fun thing we all laugh about my grandmother because she was very much a character at the end of her life. So we like to talk about those memories, but it's mostly just about coming together as a family in a fun group of people.Hannah: Just curious, do you have any more family members on the Japanese side of your family?Gabby: Not that I'm aware of. From what I understand, most of my grandmother's relatives have passed away. But I am not super familiar with that side of our family, just because when my grandmother broke off the arranged marriage and eloped with my grandfather she was disowned from the family. So I don't know any of them.Sophia: Is there anything else you'd like to share?Gabby: I'm really proud of my heritage and specifically my grandmother, just as much for being a strong woman and surviving everything that she did as for anything else. I'm just really proud of that and that's kind of what I associate with this part of my identity.David: Um, so I guess what are some of the struggles that you've encountered just trying to find and build your identity here as someone who is mixed race?Gabby: I think a lot of it has been White guilt, quite honestly. Because I feel bad claiming this part of my heritage a lot of the time when I don't experience the discrimination that comes with it because I don't look Asian. And so there's like this big conflict in me where my grandmother sacrificed everything so that we could have this better life and she would want us to accept who we are and to be a part of everything, but she also had this part where she experienced so much discrimination that she felt she had to assimilate and that her family had to. So kind of this conflict between should I or should I not even be thinking about this.David: Do you think your mom's parenting was influenced significantly by her being half-Asian?Gabby: Oh I definitely think so.Hannah: And the fact that she had an Asian mother?Gabby: Yeah, yeah, my mom is like, I like to joke that she's sort of a tiger mom even though she doesn't look it, just because she was always very strict. Yeah, I think she was definitely influenced by the way she was raised.Hannah: Well I feel largely whether you feel the need to assimilate to White America or not just depends on where you live in America. Specifically, because I was born in White America Pennsylvania. And then I lived there for six years, the first six or seven years of my life before moving to “mini-Asia,” a.k.a. the Bay Area. "Mini-China;" we literally just call it "mini-China" because all the signs are in Chinese, the school is 60% Asian, so it's basically Asia. You feel, I mean of course , as a kid you are influenced by the people you're surrounded by. So growing up, when I was in pre-school I was the only Asian kid in my pre-school. And it felt no matter what I did, I never fully fit in. When I came to mini-Asia where supposedly I could fit in because 60% of the school looked like me, I still didn't feel Asian enough cause at that point I wasn't super good with Korean. Part of the reason I am at the level I am today is because of Asian guilt. I had to relearn Korean cause I felt like "Wow, all these other kids are super fluent with Chinese, I have to be as good as they are." And then, part of the reason why I was in advanced math was because "Oh shit! Everyone else is in advanced math, I have to be in advanced math." Part of the reason why I developed decent drawing skills is because "Wow, everyone else is decent at drawing. I have to be decent at drawing too." So it largely depends on where you grow up because I do know back where I went to high school,a.k.a. Bay Area, there was a clear racial divide between all the White kids and the Asian kids who were friends. And there was, not a total sense of shame, but it did look a little strange, we did look strangely on the Asian people who liked to hang out with the White people and who didn't necessarily connect with their Asian side, because of how Asian-dominant the culture is in the Bay Area.Sophia: I mean, I think it's important that if you are fully Asian, if you're half Asian, if you're a quarter Asian, you can identify as Asian. It doesn't mean that you need to be completely immersed in the language or the culture because everyone who is Asian does have some pieces of them that are rooted in culture, language, or just like kind of how they were raised. So I've always felt not as Asian because in comparison, you know, my friends are better at the language, the culture and all that stuff. And I think it's kind of taken me to come here and be a little separated from that, to figure out, like, yeah there are actually parts of me I do embrace and there are parts of me that aren't as Asian, maybe more rooted in American culture, and that's ok!Hannah: Yeah, I know. Coming here after joining KASA, which is the Korean American Student Association, there's a weird sense where I do feel at home, cause I am with a bunch of people who have gone through similar experiences as me, you know, growing up Korean American. But it's also a weird sense of not feeling Korean enough because there are a lot of people there who are from Korea and who speak the language better, and then, sometimes some cultural jokes I just don't understand sometimes. But honestly, be who you wanna be. As long as you're not hurting anyone, it's like, I mean why not. f you're a little more American, if you're a little more Asian. If you like to drink hot water, if you like to drink cold water, just do what you want.David: Alright, so, I think we're gonna wrap it up.Hannah: Today's snack of the week is Sticko.David: So if you're familiar with Pirouettes, the American snack, the long wafers that are rolled up with some cream in them, Sticko is like the Filipino version of that. And they have some interesting flavors such as ube, which is a purple yam that is very popular in the Philippines.Hannah: Ube is so good.David: And it's just a very, delicious snack, you know, not too filling so you can eat a bunch of them. I love Sticko so much, highly recommend that you try it.Sophia: Please come to CRC and take the Sticko so David can stop saying "Sticko Mode."David: I'm DavidHannah: I'm HannahSophia: and I'm SophiaHannah: and we're signing out!David: Our theme music was composed by Tenny Tsang, this is NBN Audio.[music]This podcast is powered by Pinecast.

David Do is the founder of Final Form USA and an RX7 fanatic

What role should guns play in a liberal society? ... What American deference to police says about authority and force ... Why we leave justice in the government’s hands ... Defining modern conservatism: Is Matt Lewis a “liberal”? ... Do pro-gun arguments consider the social contract? ... David: Do open-carriers want to live in a Mad Max movie? ... Dan: Grover Norquist’s model citizen isn’t a citizen at all ...

What role should guns play in a liberal society? ... What American deference to police says about authority and force ... Why we leave justice in the government's hands ... Defining modern conservatism: Is Matt Lewis a “liberal”? ... Do pro-gun arguments consider the social contract? ... David: Do open-carriers want to live in a Mad Max movie? ... Dan: Grover Norquist's model citizen isn't a citizen at all ...

What role should guns play in a liberal society? ... What American deference to police says about authority and force ... Why we leave justice in the government’s hands ... Defining modern conservatism: Is Matt Lewis a “liberal”? ... Do pro-gun arguments consider the social contract? ... David: Do open-carriers want to live in a Mad Max movie? ... Dan: Grover Norquist’s model citizen isn’t a citizen at all ...

In today’s episode, your host David Siegler interviews experienced property investor and business owner Fraser Macdonald. As a Deal Packager, Fraser has sourced and sold over 400 deals for investors with a combined value of over £28 million. Fraser shares his experiences from over 20 years of professional property investing and explains how his deals have gone from £32,000 to £180,000,000. Discover the secrets to becoming a successful property sourcer and how you too, can surround yourself with the right people in order to align your vision and values and ensure your own, property sourcing success. KEY TAKEAWAYS David: Tell us a little bit about your business Property Fit? Fraser: Property Fit was my sourcing company, I set that up in 2004 and we have sourced about 400 houses, worth about £28 million pounds. Property Fit specialises in sourcing high yield property for clients and manages all aspects of the process. David: What sought of scale are the deals you're doing now? Fraser: We’ve just got planning permission in Manchester next to Victoria station for a £180 million GDV scheme, that’s 556 apartments. Previously we have done a £21 million, 350-bed scheme in Derby and at that point, we didn’t know we would be getting into student accommodation. David: Do you have criteria for investors? Fraser: It’s not retail funding we are after, we only deal with professional investors with a minimum of £100,000, but we offer good rates, typically between 10%-20% based on the security of the deal. We look to make sure our investors believe in what we’re doing and that they trust in the deal. BEST MOMENTS “I bought my first house in 1997 and I put my deposit down using my credit card, I started building my portfolio the traditional way and had a surplus of cash each month” “Property Fit is the UK’s longest running property sourcing company” “We want to build things where the exit strategy is there” “People invest in you because they believe in you” “If you want to get rich quick, mix with the people that have been there and they’ve got what you’ve got” VALUABLE RESOURCES Progressive Property Facebook Community Wealth Dynamics Progressive Property Network Property Investors Network ABOUT THE HOST David is a property expert with over 25 years’ experience and his own portfolio of 26 units. His current rent roll is in excess of £10k per month. He is also a partner in a Deal Sourcing and Packaging business in the North West of England and has sourced over 250 properties for investors since 2004. In recent years he has, by necessity, had to develop an expertise in LHA strategies. This area is increasingly becoming a niche for him and he enjoys empowering other landlords by sharing the knowledge he has gained. The ultimate purpose when sourcing properties in this sector for investors is to minimise risk while maximising profit. He has had to find answers to the challenges of Tenant Find, Management, ensuring rents are paid and the transition to Universal Credit. These are strategies he uses in his own business and also on behalf of investors. His investor clients regularly achieve annual gross yields of over 20% with high occupancy rates and voids resolved, sometimes within hours. CONTACT METHOD   David’s LinkedIn David’s Facebook   ABOUT THE GUEST Fraser Macdonald is an experienced property investor and business owner. He has been investing in property since 1998. In addition to managing his own property portfolio Fraser also owns and runs three property investment businesses, Property Fit Ltd, Active Letting London Ltd and Active Letting Birmingham Ltd. Fraser also has extensive development experience in projects across the UK.

David: What does it take to be a top twenty political blogger? How do you persuade traditional thinkers to adopt digital marketing strategies and what’s the future for journalists? Those are just three of the questions that I intend to ask today’s special guest, Mark Pack. Mark, welcome to DMR. Mark: Thanks very much for having me on. David: You’re most welcome. Mark is an associate director at Blue Rubicon, an award-winning consultancy that transforms the reputations of some of the world’s biggest organizations. He’s also a visiting lecturer at City University in London in the Journalism Department. Mark, you’ve marketed using YouTube, Facebook and Twitter to name just a few activities, but is the written word still your favorite communications medium? Mark: That’s a good question. I think the written word, in many ways, is the toughest communications medium; so quite often, if you’re busy, if you’re stressed, if you got too many things to do, I wouldn’t necessarily say always feels like my favorite but there’s no doubt the written word is still immensely powerful. And in fact, very often, the most successful use of for example, social media channels, is to promote the written word, is to share, is to engage, is to respond but is all centered around having some good in-depth written words as the piece of content that you’re then generating buzz, engagement, discussion and sharing for. David: Right. Okay and so the written word not dying out any time soon then. Mark: I certainly hope not. David: Do you think that the style of communication online that you use, i.e. videos or pictures or written word in some format, should depend on your customer base or should it depend on the abilities of the people producing the content? Mark: I think it’s important to try to bear your audience in mind all the time; so, what is the format that will suit them, what is the style that will suit them and also communicate your issues, your messages, your branding most effectively. A good example of that is the use of footnotes, if you’re flicking through a set of books; the ones with footnotes immediately seem more credible; they immediately seem more authoritative.