Podcast appearances and mentions of david what

joe biden positive surprises keynes keynesian david what david riley

Play Episode Listen Later May 7, 2021 12:02

David Riley joins us on the BlueBay Insights podcast to share his thoughts on President Biden’s first 100 days in office from an investor perspective.We asked David:What is your assessment of US President Biden’s first 100 days in office from an investor perspective?Will President Biden’s spending and tax plans get passed and what are the broader implications?Could Europe could follow the US in a more Keynesian approach to fiscal policy?US economic data continues to be impressive but there was a big downside miss on jobs in April.

240: “I’m tired of being terrified. I want to be at peace!” Elizabeth, Part 1

Feeling Good Podcast | TEAM-CBT - The New Mood Therapy

Play Episode Listen Later May 3, 2021 63:01

“I’m tired of being terrified. I want to be at peace!” Live Work with Elizabeth, Part 1 (of 2) This podcast features Elizabeth Dandenell, LMFT, who runs a successful treatment clinic in Alameda, California for anxiety disorders, The East Bay Center for Anxiety Relief (www.eastbayanxiety.com.). She is a certified Level 4 TEAM therapist and trainer, and also helps teach mental health professionals at our Tuesday psychotherapy training group at Stanford. We are deeply indebted to Elizabeth for allowing us to publish the very personal, dramatic and inspiring work she did that evening. I also want to thank Jill Levitt, PhD, who was my co-therapist in the work with Elizabeth. Jill practices at the Feeling Good Institute in Mt. View, California (link) where she is Director of Clinical Training, and teaches with me at Stanford. Like most mental health professionals, Elizabeth occasionally struggles with feelings of anxiety, stress, and self-doubt, and wanted to do some personal work in a recent Stanford Tuesday group. The personal work takes courage, but is crucial to the training and personal growth of all therapists. She was hoping for help with fears that have haunted her since her father died when she was just 13 years old. She explains: I started working when I was 13 years old and that is when the pressure to make money began because my father was an unsuccessful businessman. We were all just scraping by. I started working because my father was unable to pay basic bills at times like phone and electric. Or our car didn't always run. He was not good at running his own business and money flow was very inconsistent. I discovered when I started working that I could have some control with financial stability if I had my own money and would help out paying the phone bill occasionally. This is when the anxiety of not having enough to survive kicked in and developed the" pressure" I discussed in the podcast and in my daily mood log.. This pressure to survive has has fueled my anxiety for years. My father died from Parkinson’s Disease in a nursing home when he was 77. He wa on Medicaid because he had lost everything. I was 50 when he died. You will hear many techniques that Jill and I used during the session, including Cognitive Flooding. This is, to the best of my knowledge, one of the first times that we have captured this type of Exposure live on a Feeling Good Podcast. Combining Cognitive Flooding with the What-If Technique (pioneered by Dr. Albert Ellis) makes the confrontation with your deepest fears especially powerful. Listening to that portion of the session will be illuminating for many therapists and patients alike, especially if you are not familiar with, or confident in, the use of exposure in the treatment of anxiety. Elizabeth’s anxiety was triggered by an exercise we did called “No Practice” in one of the David and Jill workshops for mental health professionals. Essentially, you practice saying “no” to someone who is pressuring you and making unreasonable demands on you. But in Elizabeth’s case, and perhaps for you, too, those demands are internally generated. If you click here, you can see the partially completed Daily Mood Log that Elizabeth brought to the session. T = Testing We began our session by reviewing Elizabeth’s scores pre-session scores on the Brief Mood Survey. The scores indicated only mild anxiety and minimal anger, but these scores probably do not reflect the intensity of the anxiety and terror she often feels. We then went on to: E = Empathy Elizabeth said, “That workshop exercise (“No Practice”) got me thinking about an unresolved issue I’ve been struggling with my entire life.” She explained that I’m doing too much in my life. I complain and then I take too much on and get overwhelmed. I fill my plate too much, and I tell myself that my patients need me, so I’m always taking on new patients to keep my schedule full . . . At times I get really anxious and don’t feel competent or confident. Who I am today is due to constant pushing, pushing, pushing, and never letting up. She explained that the problem started when she was 13: We didn’t have much money, and my father died penniless, in poverty in a skilled nursing facility. I’m always pushing for fear of meeting the same fate, telling myself that if I slow down I might not have enough money for my daughter’s college education, or for our retirement. I work so hard I was once even treated for adrenal fatigue. But my husband and I are not in any financial danger now, and things are fine, and I’d love to have time for more walks, for more meditation. But I’m terrified of slowing down. We did the What-If Technique to explore Elizabeth’s fear of slowing down. What was at the root of her fears? David: What would happen if you slowed down? What are you the most afraid of? Elizabeth: We might not have enough for my daughter’s college and for our retirement. David: And then what? Elizabeth: Our daughter would have to take out student loans. David: And if you did not have enough for your retirement, and your daughter had to take out student loans, what then? What are you the most afraid of? Elizabeth: My father’s life collapsed at the end, and he ended up in a skilled nursing facility with nothing. (tears) Jill pointed out a belief at the root of Elizabeth’s fears. “If I slow down, we won’t have enough money for survival. This fear has been haunting and driving me since I was 13.” Elizabeth said it felt unjust, and that she was angry that she could not take a break without feeling a sense of panic. She said, “it’s all about family values. I wish the work ethic hadn’t been driven into me so hard.” She said she’s struggled with constant worries about money, and wondering whether she can pay her bills ever since she was 13. She said, “It’s not about having fancy things—that doesn’t interest me. It’s all about survival.” Although Elizabeth and her husband are doing really well, and her treatment center is doing really well, she constantly worries, keeps her schedule more than full, and cannot say no to a new patient. She gives herself the message that she should be working longer hours, and that she can work overtime to make room for every new patient. She said, “For years I’ve wanted not to be so overwhelmed, and I’m still stuck with so much on my plate. . . ‘I’m tired of being terrified and want to be at peace. I want to learn to let go of this constant fear, but I don’t know if I can let it go. I want to feel differently, and not just do differently. “I want to be at peace with my business. I want the freedom to say yes or no. I want the freedom of choice. “If I have a day off, I don’t know what to do. It feels weird. My greatest fear is ending up in a nursing home on Medicaid, like my father.” I decided to explore this fear once again, using the Downward Arrow Technique. David: And then what would happen? What would that mean to you? Elizabeth: My daughter would see me and realize she would have to support herself. David: And then what? What would that mean to you? Elizabeth: That would mean I was worthless. (tears) That would mean I was not enough. And then I’d be rejected. Now I’m feeling so ashamed! (more tears) At this point, we summarized what Elizabeth and been saying and feeling, and asked her to grade us on our empathy so far. Would she give us an A, a B, a C, a D, or what? This “What’s My Grade” technique is powerful and helpful, but a bit intimidating for the clinician. Elizabeth said she’d give us an A- or B+. That’s not bad, but it is really a failing grade, because we’re aiming for an A. When this happens you can ask, “What am I missing?” Elizabeth explained that we’d done a great job on the thought and feeling empathy, but she did not feel as much warmth and acceptance as she was hoping for because she was feeling very ashamed about her story Jill reminded us of the need to include “I Feel” Statements to our empathy (my bad), and then we shared our feelings of sadness and admiration for Elizabeth, and quickly got an A. As a teaching point, your perceptions of how empathic you are, if you are a therapist, will not be accurate. That’s why the “What’s My Grade” technique can be so valuable. When you fall short, the patient will tell you why, and can easily make a correction and greatly enhance the therapeutic relationship. Superb empathy is desirable, and necessary if you want to do top-notch clinical work, but it won’t cure much of anything. So we’ll need something more! Next week you will hear the amazing last half of the session, starting with A = Assessment of Resistance and then going on to M = Methods, and end of session T = Testing. In next week's podcast, you'll hear the final half of Elizabeth's session and, if you like, you can also listen to some of the Q and A from the participant's in the Tuesday group who watched the session live. Rhonda and David

Technical product management, architecting a growing product team, and deeply understanding your customer's needs :: with David Pierce

Ventures

Play Episode Listen Later Apr 20, 2021 75:22

In this episode of Ventures, my guest David Pierce (https://www.linkedin.com/in/daviddpierce/) and I dive deep into the technical side of product management through his personal story. In a growing startup, not only is “product” relatively misunderstood, but embracing the nuances between the growth and technical sides of product management is often completely missed. In our conversation, we talk at length about how founders and enterprise managers alike can best elevate their technical product operations to achieve business success.Visit https://satchel.works/@wclittle/ventures-episode-41 for detailed notes and links to resources (videos, articles, etc…) mentioned. You can watch this episode via video here. In this episode we cover the following: 2:00 - David intro, background, extended professional journey, jumping into engineering, program management, and ultimately technical product management at Moz to help solve business problems and drive desired outcomes.26:44 - Questions about team responsibilities and composing the players of a growing startup. "Discoverers, stabilizers, and scalers" as general values among engineers you'd find at a growing organization. He early formation of these ideas he writes about here: https://www.thedahv.com/blog/thinking-about-your-next-job/ 27:57 - What David did as a kid, his international journey, his education (https://raikes.unl.edu), and his preparation for getting into the tech world. 39:06 - The need for “product” professionals in a growing startup. Why are “technical” product managers necessary? outcomes vs capabilities. See more at: https://www.thedahv.com/blog/product-compositional-atoms/ 48:55 - Is it overly simplistic to say that the more “technical” a product is...then the more the need for a technical product manager is? 54:17 - The story of helping to build out https://vaccinelocator.doh.wa.gov/ with Walter Thorn and collaborations with WA Dept. of Health, Microsoft, Starbucks, and other enterprise partners. 1:01:47 - Shout out to Walter Thorn (https://www.linkedin.com/in/walterthorn/), and a question for David: What are helpful and not-helpful things that David sees with people he reports to? (the value of RACI into stakeholder management, David has also written about a tool he developed to use in conversations with his manager here: https://www.thedahv.com/blog/maintaining-product-manager-project-portfolio/ ) 1:06:14 - How is David thinking about the future? What questions is he pursuing these days? Note from David: “Aforementioned post about career planning with "values triangle" https://www.thedahv.com/blog/thinking-about-your-next-job/ 1:10:03 - What roles/responsibilities does a CTO have that are less exciting to David personally (and why does he prefer the technical product manager role)? 1:13:04 - Where can people find David online? https://www.thedahv.com/ // https://www.linkedin.com/in/daviddpierce/ (also @thedahv on most of the socials)

health microsoft starbucks cto deeply ventures moz architecting what david raci david what david pierce product teams technical product management

Mike Casper, Azumo

Sixteen:Nine

Play Episode Listen Later Apr 7, 2021 36:23

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Generally speaking, the sun doesn't play very nicely with LCD displays when they're running outside. The brightness has to be cranked just to cut through glare, and all kinds of R&D work has to be done to effectively get out all the heat that builds up when a screen runs out in the sun all day. So what if there was display technology that actually did well in direct sunlight? There's e-paper, but that tech can't do the full motion or rich colors that are inherent in LCD displays. So how about a display that's reflective like e-paper, but is otherwise a more conventional LCD flat panel? That's the premise behind Azumo, a Chicago company that has developed a micro-thin front light for LCDs, taking the place of the backlighting arrays that illuminate millions or billions of TVs and display monitors. By day, in bright light, an Azumo-equipped display doesn't even need a light on, front or back. And at night, that front light illuminates the screen. Right now, Azumo does smaller displays for industrial and medical uses, and is developing the tech for tablets. But the company is equipping its production lines to do larger displays, with the idea that customers like media companies and QSR chains would take a liking to digital posters and drive-thru order screens that didn't run up big power bills just to be viewable. I spoke with Azumo CEO Mike Casper. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT David: Mike, thank you for joining me. Can you tell me what Azumo is all about? Mike Casper: Yeah. Thank you, Dave. So Azumo is a display technology company that is really enabling something we call LCD 2.0, and that effectively is using all the great things about LCD, but it's making it much more energy-efficient, much more effective for all environments and ultimately safer on the eyes as we stare at screens more and more these days. David: And how is it different from the LCDs that we all know in traditional consumer or primary commercial displays? Mike Casper: Sure. So most LCDs that are out there today, the vast majority of them are transmissive LCDs and so the way that these work is the pixels essentially act like shutters of light, and so they either close or open allowing what's called a backlight to light up the screen and let the light pass through. While these backlights in these older transmissive style LCDs, they only allow about 7% of the light to make its way through those pixels. So 93% of all this heat and light and really wasted energy generated is stuck behind the LCD and so with this new style, and what we're helping to enable here at Azumo is what's called a reflective LCD. Essentially what the LCD manufacturers have done is put a mirrored surface on the back, so no light can pass through it but what happens instead is that light from the outside or external lighting will reflect off the surface and that's the way that you can see the display. So it's saving 90% energy, much better viewing in bright sunlight and outdoor environments, which is why it's a great application for signage. David: So it's a little bit like electronic ink in that you're using natural light to illuminate the visual surface. But different in a whole bunch of other ways? Mike Casper: Yeah, exactly. You're spot on. So E-paper and electronic ink were some of the first successful versions of reflective displays. Now those just like paper, ePaper paper are more diffuse and it's a lot easier to have light bounce off the surface and so if you've ever read a Kindle or a Kobo or any of these e-reader devices, they're fantastic out in the sun, the battery lasts a really long time. But just the way that those work, they're somewhat limited in color, a lot of them are only black and white or have some muted colors. But I think more importantly they're pretty limited with how fast they can update themselves and so they can't really do video or some of these other great things that we're used to with LCDs. Reflective LCD on the other hand can help to overcome some of those limitations with ePaper. David: So all of the compromises that you might have to make with the paper, particularly if you want to do motion media or really rich saturated colors and all that stuff, it's very difficult. But with this, you're effectively using the conventional LCD displays except your lighting from the front to the back, right? Mike Casper: Exactly. The vast majority of the LCD architecture is essentially the same and so you're able to get high-resolution, full video, refresh rates, all those great things about LCD, it's leveraging almost the exact same manufacturing process so there's a nice, robust supply chain. There's just a lot of great things about reflective LCDs that many people don't know about. David: So do you manufacture finished displays or is your technology something that goes into the displays that are made by mainstream commercial LCD manufacturers? Mike Casper: Good question. At Azumo, we manufacture and design and manufacture what's called the front light component. So we're really the lighting component, the key enabling technology for these higher-resolution reflective LCDs. Because it's fairly new, what we've done with our supply chain is as we've been working with some of the major LCD manufacturers to package their display with our front light and then we'll sell the whole module to a variety of OEM customers and industrial and medical and other consumer products. However, now that the industry's starting to build and improve upon the reflective LCD and know more about us and the fact that our front light does exist, they're also starting to purchase the front light directly from us, and then they'll create the module and sell it to their customers. David: What does that front light look like? I'm trying to picture it. Mike Casper: The best part is it's invisible. So you almost can't see it. David: That’s why I can’t picture it. (Laughter) Mike Casper: That's one of the key features for front lighting. So essentially we're a light guide component and light guides have been around since even when LCDs first started because most light guides are used, as I was describing earlier, for traditional LCDs, you have to light it from the back. And so most light guides are hidden behind the screen. You don't even see them. They're typically buried within the module and it's very easy to hide them ‘cause you have the LCD on the front. If you try to take that same light guide and put it on the front of a reflective LCD, it has to be completely transparent. So that's why it hasn't really worked using conventional lighting methods in the past and why something like our invisible front light is such a critical component because you want the user to see all the beautiful things apart from the LCD, not any components sitting on top. David: So is it like LED edge lighting with kind of a sheet or something? Mike Casper: Effectively, yeah. So we're using a modified edge lighting approach that is able to get an LED coupled into our material and when I talk about our material, it's about 50 microns thick. So it's about 1/20th of a millimeter, extremely thin. This is why we're able to get that embedded in the top layer of the LCD and the way that our system works, we're still able to capture all that light from the LED, channel it in, and then serve as a light guide that can deliver the light to the front of the reflective LCD when needed. David: So why would I want to do that? Mike Casper: So the biggest reason is really two-fold: Power savings is number one. Using reflective LCD with our front light module, can save 80 to 90% power consumption compared to some of the other EMS of technologies like micro-LED or OLED, or compared to even some backlit LCDs. So power savings is number one. You're actually using the light around you when you use a reflective LCD module and especially in the case of signage, oftentimes this is outdoors, you got the bright sun out there, let's use this great light source we have here which is the Sun. Why not just use that to our advantage? So that's the main reason. The second being, viewability in all environments. The Sun in that example looks fantastic, the brighter the sun, the brighter the display, and then in the case, if you're viewing it at night or in a darker environment, that's where our front light will turn on and so you get a nice glow on the display without it being distracting to the user. David: It seems from what you're telling me, like the application for this in terms of large format displays would be for high brightness outdoor displays. Is that a reasonable assumption? Mike Casper: Yeah, I think that's a great application for it. When you look at what other display technologies are trying to do for high brightness environments there's a lot of challenges, right? You've got to pump a ton of light, whether you're using Emissives, micro-LED, or OLED, you're just pumping so much brightness just to try to beat the sun and it's a lot of wasted energy. So yeah, I think that's a fantastic application right off the bat. David: Yeah, I've done some work recently around outdoor displays and talked to a lot of industry people and they're cranking 3500 nits, 5000 nits, that sort of thing and the amount of power has got to drive that, but also for those guys, when you talk to them, they talk about the sun being the enemy. They're doing everything they can to counteract the impact of the sun, whereas it sounds like you're putting these out there and saying, “Bring it on!” Mike Casper: Exactly the brighter the sun, the better. So yeah, I think that you're exactly right, that's the key. All these other display technologies are having to do all these workarounds, even think about micro-LED or LED billboards. They don't even have to be micro-LED, just regular LED billboards that are having to pump fans and other cooling mechanisms just to overcome the heating element of making these so bright during bright environments. The whole point of having LEDs, I thought was to save energy, not consume more. So I agree the sun is their enemy but in this case, with a reflective LCD, it actually boosts the performance. David: So to use the example of a Phoenix or Las Vegas, if it's outdoor street furniture at a transit shelter, that sort of thing. Through the day if the sun's out and beating down, do you even have lighting on? Mike Casper: No. In that environment, you wouldn't need to. We could see there would be sensors, maybe some brightness sensors that if it start to get cloudy and whatnot, it could turn the light on, but 80-90% of the time, you would have the sun out, it would be bright enough to see on its own and you wouldn't need any external lighting. David: I suspect you've got an engineer or you're an engineer and you've done the mathematical models. I'm curious what kind of money this would save? Mike Casper: Yeah, it's quite a bit, especially when you start talking about many of these digital displays that are out there right now, a majority of them are LED billboards. And today, some of the recent studies that have been done on the standard billboards outdoor for the transportation area are already consuming the same amount of energy as four households in the United States within a year, and so just one LED billboard that's running throughout the bright sun, throughout the night is already consuming a significant amount of energy. With reflective LCD, this could be reduced by 90%. David: But you can't replace a LED billboard with a reflective LCD display, can you? Mike Casper: Yeah. So what would you end up doing, I think it is very similar to how the LED billboards are built, where the modules are essentially started to daisy chain together to make larger sizes. You can do the same thing with these reflective LCD modules. You can have a very nice thin bezel and have say up to 55-inch diagonal displays, just be tiled next to each other until you build up the full size that you need. It’s also another benefit with the Azumo light guide, the front light that we're able to use. Most light guides have a bunch of LEDs along the edge that have hotspots and so this is why most backlit LCDs have to have some sort of a bezel or border to block those hotspots. But because our material is so flexible, we're able to actually bend that all the way behind the display. We are able to get a nice tight radius of about half a millimeter. So our border can be really thin and enables you to tile these close to each other. David: So this would be the equivalent of the super-duper-oh-my-god-amazing, add a few more adjectives in there, narrow bezel display? Mike Casper: Yeah, exactly. David: So they would just be like a hairline and I guess at a distance, you wouldn't even see that, like a billboard? Mike Casper: Right. It's all about that viewing distance. But yeah, especially when you're able to get some of these higher resolution LCDs in the tiles themselves, you can start doing just as good dynamic content on both as opposed to an LED billboard as well. David: So I suspect there are some people listening to this thinking this is interesting, but whenever there's new technology like this, the costs are through the roof and it sounds amazing, but it's not financially feasible to do it. So what are the cost implications of this? Mike Casper: Yeah. Good question, and I'd say we're at the forefront of it right now. You're starting to see over the past year or two more and more of LCD manufacturers showcasing these reflective LCDs in larger sizes. So I think Sharp maybe showed a 32-inch or around 30-inch last year. I know JDI has been showing a few examples over the past few years. Same with BOE up to 55-inch, I believe. So they're starting to showcase this potential, and with that, I should say is, I think they're also trying to understand the market dynamics and pricing. The good thing is that because it's built on the LCD infrastructure, which has been out there for years and years, fully capitalized equipment, minimal switching costs. So I think they're able to fundamentally keep the prices within an LCD realm, nothing crazy where you've got to go build a whole brand new,OLED fab or anything like that. You can actually use some of the LCD manufacturing capacity that's already out there. But then like any new technology, as you said, it's lower volumes to start and how do you price it and extend that out over time? I think that's still to be determined. David: So if you're working with a Sharp, NEC or a company like that, are they getting your layer at the original manufacturing line or is it something that they would add after the fact and say, “okay, now it's reflective”? Mike Casper: Yeah, so what we're doing at Azumo, with our front light technology, we're scaling up our production lines for these larger sizes as we speak, and so everything we've done over the past few years has been on displays ranging from one inch up to about eight inch diagonal. Just last year, 2020, we installed some new production equipment that enables us to go up to about 20 inch diagonal, and so in order to get to these larger displays, we're going to be installing some larger equipment to handle these larger panels. So today, our products can be found through the smaller displays and we're working with the LCD manufacturers to be scaling that up in the future, to be able to offer this to the signage industry for these larger panels as well. David: So it's not a physics challenge or anything else, it's just a matter of having the right equipment to do the larger displays? Mike Casper: Exactly. David: How do you deal with intellectual property? If you're dealing with Chinese manufacturers, there's a bit of a history there. I'm not totally sure how fair it is, I don't know. But there's always some antsiness about working with overseas manufacturers about their intellectual property and what's going to happen. Mike Casper: Sure. What we've done at Azuma, wwe're located in the United States as our headquarters, we do have some operations in China. And most of our core IP elements are actually still produced on equipment here in the United States, fairly close to us too, in suppliers that we use, so we're able to keep it close to the chest, especially those really core IP elements, I think that's always a key strategy for any display technology. But also recognizing that the entire display ecosystem for the most part is in Asia. So, you're going to have to be, as you scale the business or scaling technology, you're going to have to integrate along the chain there, and so finding ways to, from us, just determining at what point we have the production here versus a different location where we're still able to protect and maintain our IP. I will say too, it's one of those where we're always constantly innovating as well, and so filing new patents on new technologies as we're developing is another strategy of ours as well. David: So with those displays that are already out there, you mentioned the smaller ones getting up to as large as 20-inch, but a lot of it's a one-inch, eight-inch, that sort of thing. What are they being used? Mike Casper: Yeah, so all of the smaller products, when we first launched a little over three years ago, really the only reflective LCDs in the market at that time or monochrome, for the most part, going after industrial and medical applications, a lot of handheld products that we're using have these smaller displays looking for that power savings, and we're working very closely with Sharp. We're actually one of their value-added partners in their preferred lighting component for their reflective LCDs. So a lot of these handheld industrial products, medical products, IoT products, are out in the market today using our modules, and what's exciting for us. In the second half of this year, we'll be delivering some tablet products with our technology and reflective LCD embedded as well. So stay tuned for that, but that should be out the second half of this year. David: So that would be good for, again for medicine, but also for things like restaurants and so on, outdoor dining patios and people taking orders that way? Mike Casper: Yeah, that's another great application. The particular customer set for this tablet is more in the education space. Children staring at screens all day long, reflective LCD also has the benefit of being a little healthier on the eyes, so you're not blasting light from a backlight or from an OLED screen in your kids' eyes all day long, David: I guess it extends the battery life too, right? Mike Casper: Exactly. David: What is the operating life of your technology? Does it have any impact? A normal LCD might be 60,000 hours, does it bring it down to 50 or increase it? Mike Casper: Yeah, I think at least in terms of applying it for UV protection, a lot of those other materials and coatings that need to be applied for outdoor signage applications would still be applied here as well. So being able to get the 5-7+ year lifecycle needed for the UV protection can be incorporated. The LCD side, which I think is very similarly to how these LCDs are being used. Now what you might find actually is, because of many LCD specs that are quoted today for outdoor applications like you said, the 60k hours, that's probably actually more tied to the backlight because the backlight has to be pumped up so bright to fight the sun that it’s probably burning those LEDs out in the backlight. It's not actually the LCD itself, but probably the LEDs. So I think you could even extend that because you're not getting, you're not fighting the sun with those. David: Again, talking about the sun, some of the issues that have been around with outdoor LCD is obviously glare, but the one that really concerns operators more than anything else is that the displays are going to burn out and they're going to turn black. I think what they call isotropic, is that still a reality or because you're taking daylight heat out of the equation, it’s not really a worry? Mike Casper: That's a good question. I think probably the verdict's still out on that, but I would imagine that because the sun reflecting is actually making the screen brighter, I think you'd be avoiding that issue. But that's a good question. I don't know if there's been enough longevity studies with it quite yet in terms of what the long-term implications would be. David: How long has the company been around? Mike Casper: Azumo started in 2008. So we're coming up here on our 13th, 14th year. David: And how did it get started, like what led you down this path? Mike Casper: Good question. Bringing out the memory bank here. So we started down a completely different path. We actually started the business with technology around advertising signage in the sports industry specifically. So we were putting illuminated advertising logos, frozen in the ice of hockey rinks. Imagine all those logos on the ice that are always there and just started blending into the background, we could make them disappear and start glowing, in between whistles. So that was how we started the business and the technology, nowhere near LCD displays, but it helped us really think about different ways of creating really thin lighting. As you may know, ice for hockey rinks is pretty thin. They're about an inch thick or so, so you've got to have lights that can go really large and really long, but being very thin and invisible, and so over time we adapted that to now provide a front light for these reflective LCDs. David: See in Canada, you could also do them in curling sheets. Mike Casper: Yep, we looked at that as an option. David: And then you saw how small the market is? (Laughter) Mike Casper: Yeah, there were some good advisors and investors early on that suggested we pivot a little bit. David: Yeah, just advertising in general, a lot of startups get into that and then they realize, “oh, this is actually hard!” Mike Casper: Yeah. It's a lot harder than it sounds. David: Yeah, the technology is the easy part. It's schmoozing media planner. Mike Casper: Exactly. The ecosystem and the industry were just not what we anticipated, and luckily for us, the reflective LCDs had been improving and had a need and so that enabled us to pivot the business and move to what we are today. David: So where are you at now in terms of size of the company, number of people, all that sort of stuff? Mike Casper: Yeah, so we're almost 30 people now. Our headquarters is here in Chicago, in the United States. We've got about 20 different sales rep organizations globally now, both in North America, throughout Asia. We are still venture-backed, so we've got a great set of investors that are knowledgeable in the display industry and focus on energy savings, and the last round that we'd closed was our Series B. David: Okay, and what are the plans in terms of getting into transitioning or expanding, I guess would be a better way of describing it from what you've been doing to date, to getting into the sort of thing that we've been talking about for digital out of home and QSR drive-through displays, that sort of thing? Mike Casper: Yeah, and so that's a current growth area for us that we're putting a lot more effort behind. So the new production equipment, as I mentioned, can get up to 20-inch. There are some applications now that we can get into these smaller signage spaces and work closely with our LCD customers on some modules. So we're going to be showcasing some of those here coming up and then really expanding our production capabilities next year and getting on some of this larger equipment, being able to handle these larger panels, larger signage applications grow as well. David: Are you feeling the pressure to get on the outdoor stuff? Just because of the pandemic and how drive-thru has gone from something that a lot of people do to something that in a lot of cases is the only way you can get food from a fast-food joint. Mike Casper: Yeah, that's a great example. I think, there's definitely an increased demand and an interest that we're hearing from the LCD customers, because a lot of them already have a lot of those relationships with the out of home, and so we're already hearing it. more of a reverberate through, which is due to the pandemic. David: And do you want to be a brand or do you want to be just like a component inside that the manufacturers know about, but the regular digital signage ecosystem and certainly the end-users wouldn't know, wouldn't care? Mike Casper: That's a good question. I think, right now our focus is working very closely with the LCD manufacturers and serving them as our customers. In the future, we do see opportunities to partner with them, especially because we live and breathe this low-power reflective LCD, day in and day out, and so we think there are some opportunities to work together to create our own joint modules that are even further optimized, whether that's branded with us or something else, that's still to be determined, but either way, we want to partner with the LCD manufacturers and really drive the technology and performance to serve this market. David: There are observers in the industry who say that LED is going to completely take over. Between micro-LED and just fine pixel pitch LED, the need for LCD is slipping away and it'll be a niche product. I don't totally buy into that, but I can see how things are transitioning. Where's your head at with that? Mike Casper: There's obviously a lot of talks, like you said, with micro-LED and while there are great benefits with that technology I will say too, the LCD industry is massive. The ecosystem, the supply chain, there's a lot of vested interest to adapt that technology because it is a great backbone, and so that’s why I think micro LED, it's not going to take over. There's going to be great places for it, absolutely. But LCD is still going to have a predominant position, and that's why we're coining this reflective LCD as LCD 2.0, it's just taking the great things about LCD and adapting it for the world of the future, and I think especially with outdoor, it's a great application for it. David: Is there a lot of education that you have to do with the display manufacturers or do they get it and by extension, do you think the same thing will have to happen as they adopt it, that they'll have to educate their buyers? Mike Casper: Yeah, definitely a lot of education, because for those that know a little bit about reflective LCD, you're probably thinking what you saw with transflective LCD years and years ago, right? Like the first Game Boy, for those in the audience that played that, or remember that, that had a transflective LCD, which was retty grainy, had pretty bad colors, and so a lot of people I think have that in their head when they hear reflective LCD. “Oh, how great can it be?” So now that the industry is being able to leverage the Azumo front light, which is this again, transparent portion of it that enables the underlying LCD to have much higher performance, much higher resolution, better colors, et cetera. So there is a re-education about what reflective LCD is now versus what many people may remember it in the past. David: If you don't know what you're looking at, and you had a reflective LCD and a conventional LCD with the same brightness and basically the same panel, just lit from the front versus the back, would an observer be able to see the difference? Mike Casper: So depending on where you are, you'd see a couple of things different. So obviously in a bright outdoor environment, that would probably be your first obvious difference you'd notice where the reflective LCD looks fantastic, the backlit traditional one is going to have that glare, the contrast is going to get muted because all the blacks look a little grayer and the colors look more washed out, and you're fighting the sun which is going to overpower any backlight. So that'd be the first noticeable difference. If you're in a darker room or if you're really close to the display. Again, depending on what the application in the viewing distance looks like, the backlit LCDs at least historically have had a higher resolution and a little bit broader color gamut. Now a lot of that is due to the fact that reflective LCDs are still fairly new but they're increasing that color gamut and the resolution. Some of the latest ones I think are shown by Sharp are close to 300 PPI now. You would notice it today, there's a slight difference. But that’s a question of what's the application: are you watching it on your phone, 18 inches from your face, and you've got the latest and greatest Netflix movie on? Or you're providing information to a user that might be walking by in an outdoor environment? So there's definitely some room for improvement, but they're making a lot of strides and a lot of sealing room here. David: So if I'm to use the time-honored example of Coca-Cola and their particular Pantone red, would you be able to replicate that red? Mike Casper: Good question. With working very closely with the LCD manufacturers and tuning their color filters, we can actually put,t in our front light, we can have an RGB LED set that has finely tuned wavelengths, and I'm getting a little technical here, but we can essentially tune the color to match the color filter of the LCD to really boost that color gamut. And so that's where we can start getting towards that Coca-Cola Pantone and really the broader color gamut that's required for signage. David: Okay. All right. Really interesting. If people want to know more about this, where do they go? Mike Casper: You can visit our website, www.azumotech.com. We're also pretty active on LinkedIn and you can reach out to us at any time. We'd love to chat about your application and really appreciate the time here today.

Bulls, bubbles and bond vigilantes - David Riley

Play Episode Listen Later Mar 5, 2021 17:37

David Riley joins us on the BlueBay Insights podcast to share his views on the performance of the financial markets and the latest economic data.We asked David:What are your takeaways from the performance of financial markets so far this year?China’s top bank regulator said he is worried by bubbles in foreign financial markets. Do you share his concerns?Returning to the bond market, is the tantrum over?Stepping back, is the flow of economic data consistent with our above-consensus view for global growth?Any key highlights from the UK budget worth sharing with our international audience?

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S3/EP 7 Philip Hurst from Philip Hurst Media

Play Episode Listen Later Feb 16, 2021 49:42

DRONE TO $1K PODCAST SEASON 3 / EPISODE 7 WITH PHILIP HURST Philip Hurst is the owner of Philip Hurst Media. Introduction Philip got his first drone about a year ago. He was working for an architectural company and had the idea of using a drone for roof inspections. He ended up using his drone to take videos of ongoing construction projects, as well. Philip felt like he was really onto something with drones. He pitched the idea of incorporating more drone work into his job to his boss, but nothing ever really came of it. In the meantime, Philip had been posting his drone work (cinematic videography, 3D mapping, photography, etc.) on Instagram, and it was catching people’s attention. People were reaching out to him, asking if he would do drone work for them. Philip knew he needed to get his Part 107 license so that he could start accepting these jobs and making money. Within a month of getting his drone, he took and passed the Part 107 Exam. Philip was able to get enough business to quit his architecture job, start an LLC, and fly drones full time! “It’s really about the hustle and the drive.” Philip felt lucky to be able to learn how to fly drones with a DJI Mavic because it was pretty easy to fly that drone. He dedicated lots of time to practicing flying and taking photos and videos. He also spent time branding his business and adding more and more content to his Instagram page. David: When you were still working at the architectural firm and starting to use drones for roof inspections, was that when you started practicing a lot? Or did that come later? Philip was practicing during his lunch breaks at work. He actually had his first accident during one of his lunch break flights – on the first day he had his drone! Philip took his drone everywhere. Whenever he had a free moment, he would grab his drone and start practicing. He tried flying in difficult situations, like through tight spaces. He also tried flying the drone towards him so he could practice with the controls being backwards… which ended in a crash. Luckily, his drone was okay, though! David: What was the first job you ever got? Did you reach out to people or did someone come to you? Philip races mountain bikes and knew one of the promoters of a big race. The promoter reached out to him and asked if he could get some drone footage of the race. After that, Philip went on Zillow and found $500,000+ homes. Then, he sent emails to the real estate agents that listed those homes and let them know that he would shoot footage of their listings for free. He said that the first listing would be free, and that his work would help get their houses sold. He sent out about 500 of those emails over the course of two days. He ended up landing about 15 jobs from that email outreach. Philip says that being willing to do free work is very important because it will be hard to land jobs if you don’t have a portfolio of previous work to show your potential clients. “When I send them to my Instagram, the proof is in my work.” Philip sends his potential clients to his Instagram page to see his work. BUT, he also sends them to other drone pilot’s Instagram pages and shows them what they SHOULDN’T want from the drone pro they hire. He’ll point out things like jerky, non-cinematic footage in others’ work, which helps him prove that his footage is smoother and higher quality. David: What part of the country are you in? Philip is in Ohio. He says that he is “the best in the Midwest.” “When it comes down to it, I’m not just a pilot. I’m just also a media professional and I’m a cinematic photographer and videographer. So yeah, I can catch great content and I can do good drone work, but I like to find the value in my end product, because like I said, drone work are just establishing shots to help support a much bigger story.” David: Of the 15 free jobs you landed from your Zillow outreach, how many of those turned into paying clients? Out of those 15, about 8 of them have become routine clients for Philip. Philip is also branching out into other industries. Some of his friends are shooting a pilot for ABC and they asked him to capture some establishing drone shots. Now, Philip’s name is going to be on IMDb! Philip emphasizes that he started about 6 months ago. It’s awesome to see how much his business has grown in just half a year. He says that his drone is one of his most powerful tools. “You gotta put the time in. You gotta grind, you gotta believe in yourself. You gotta have that confidence. You know, you gotta walk the walk and talk the talk. Go out there and look professional.” Philip says that you need to make potential clients feel confident in choosing to hire you as a drone pilot. He also stresses that you need to be posting on all social media platforms. But, you can tailor your messaging on each platform. David: How would you do something differently for Instagram vs. Facebook vs. LinkedIn? For Instagram, Philip will post short, 15-second clips or stories. His Instagram grid is a bit more curated. He’ll curate his Instagram grid based on the seasons or even moods. The coloring and moodiness will change as you scroll down his Instagram feed. His stories are usually behind-the-scenes footage. For LinkedIn, Philip likes to have his feed look a little more polished. As far as TikTok goes, Philip says, “If you’re not on TikTok, you’re missing the boat.” He says that you can reach millions of people on TikTok. He says it’s a great place to brand yourself. David says that one of his friends is on TikTok and that one of his posts got half a million views. One of Philip’s TikToks actually got 5 million views in the first week! Philip says that he treats his drone work very seriously. When he gets home from a shoot, Philip removes his memory cards and uploads all of his footage so it doesn’t get lost. He also unpacks, cleans, and inspects all of his equipment. Philip says he treats his equipment well because it makes him money. He says that networking is very important. If you want to be successful, get to know successful people. You never know who someone may be friends with or who they might be able to introduce you to. Strive to become known as “the drone guy” or “the drone gal” in your town so that people will immediately think of you whenever they (or someone they know) need drone work. Because David started Drone Launch Academy, many times people will reach out to him for drone work. Once, he made $1,300 on a shoot for commercial properties that a friend recommended him for. Philip says that calling himself “the best in the Midwest,” saying his name is “Maverick,” and constantly talking about and posting about drones helps people to associate him with drones. When someone thinks of drones, they usually immediately think of Philip because of the way he’s branded and marketed himself. Other drone pilots have actually reached out to Philip to see if he’d do a tutorial video on how he edits. David says even if you have the best product on the market, if nobody knows who you are, you won’t get much business. You need to be willing to network and marketing your business so people will know about you. Philip says that, “the squeaky wheel gets the oil.” David: Are you doing walk-through videos for real estate? Or are you just doing photos? What’s your typical package for people? Depending on the client and their needs, Philip can do interior and exterior photos (including HDLR photos with bracketing, flash photography, and editing), virtual staging, virtual tours/360 Matterport tours, 3D exterior mapping, cinematography (both aerial and ground), and walk-through video tours. David: What do you charge? For aerial photos, Philip charges $250/hour. His starting price for a video (for an up to $400,000 house) is $350. For houses above $400,000, he charges a $1 per $1,000 listing price for video (for example, for a $3 million home, Philip would charge $3,000 for a video) because there’s usually more places to film in a more expensive home. Also depending on the size of the house, he’ll usually do Matterports for about $300, with a same-day turnaround. For each house, he’ll probably do around 20-50 photos. For 50 photos (which are edited and use HDLR, flash photography, removal of chips on walls, and other high-touch edits), he charges about $400. He adds extra finishing touches to his photos and videos because he wants to help sell the house. Of course he needs to make money with his business, but he really wants to build relationships with people and help them sell their houses. David: It sounds like you’ve been making money in the real estate area, but you’ve also gotten some other interesting jobs, like the mountain biking thing. Do you have any other, more outside-of-the-box jobs? What’s one of your favorite, non-real estate related gigs you’ve gotten? Philip really likes doing product photography and brand marketing. He’s shot footage of wakeboards, boats, and outdoor events. He’s also working with models to create demo reels for their modeling career. He also has a couple of weddings booked. David: You said you started about 6 months ago. What would you say is your average revenue per month? Philip says that he’s making about $3,000/month. He makes sure that a percentage of his revenue goes back into the company, a percentage goes towards being able to buy new equipment in three years, and a percentage goes to him, and a percentage is put aside for taxes. David points out that if you have a W2 job, the government will hold your taxes… but if you have your own business, you are responsible for putting aside money for taxes. Philip says that he’s actual had someone tell him that he’s not charging enough for his drone services. Don’t forget to enter our weekly giveaway before 2/23/21 for a chance to win one of 5 prizes (including a free 15-minute coaching call with Philip and David): https://dronelaunchacademy.typeform.com/to/lWpVfLpq Connect with Jonathan: Facebook: Philip Hurst Media Instagram: @philiphurstmedia YouTube: Philip Hurst Media 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

S3/EP 5: Alex Castillo from LA Aerial Image

Play Episode Listen Later Feb 1, 2021 50:03

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

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S3/EP 3: Chris Dantonio from Chris Dantonio Drone Photography

interview nfl philadelphia leaving photography phantom drones drone american idol comcast getty for chris dji phantom david what david it other places david one drone business drone photography

Play Episode Listen Later Jan 18, 2021 51:18

Chris is the owner of Chris Dantonio Drone Photography Introduction: Chris says he got in a “little late” and “by accident”, because he started about four years ago at 43 years old. His parents bought him a little toy drone that had a small camera. He flew it for a week, broke it and knew he needed something better. He then bought a $100 drone and broke that in about a month. The DJI Phantom 3 Standard was his first real drone. He started taking pictures around Philadelphia just as a hobby, and really enjoyed it because he’d grown up around photography. His father, a photograph teacher at the local high school, would set up backgrounds to do portraits in the living room. “Photography has always been a part of my life and to be able to do it with a drone and be able to show people things in the city, especially that you didn't even know were there, is nice.” He could show people things that are very rarely seen from the ground level, which intrigued him more. He started an Instagram account, which has been a godsend, Chris says, because it's free. It doesn't cost any money and, with good work and hard work, you get followers. Chris just hit 10,000 followers a couple of months ago. After that, Chris knew he had to get licensed in order to sell pictures. Sure enough, he bought a study guide, studied for six months and took the test. “It's because of the study guide, I did really well. For those of you wondering ‘Should I get a study guide?’ I’d highly recommended it...” Then the business started, almost by accident. David: What year did you get your first Phantom and when did you say, ‘let’s get rolling on this’ and decide to get your Part 107? Do you do drones as a full-time gig or do you have a full-time job or some other supplemental income to go along with your drone business? I got the Phantom in 2016, started studying in 2017 and took the test in early 2018. This is a part time thing for me. Leaving my day job is really far off. I’m also an executive chef for an elite school outside of Philadelphia, so I have a job that allows me to do the drone thing, since nights and weekends are perfect for drone work. David: It's nice to have something that covers your bills and provides the freedom to experiment and pursue things without pressure to make immediate income. There’s pressure to get it going, but you don't want so much overwhelming stress that you're just going to crumble. Chris agrees that it adds stress to a day job—in addition to family and everything else going in in his life, but it’s also nice to pick and choose what jobs you want to do because your next mortgage payment isn't relying on that. Chris hasn't bought a drone with his own money for two years; the business has paid for all of the equipment. In early 2018, Chris got an email from an Instagram follower who worked for American Idol who was from Philadelphia and had seen Chris’ work. That was his first real big job. He had to join ICG Local 600 to shoot as a contractor for the show, which he pays dues for, but found out how beneficial it would be down the road for future work. The show was high stress, they worked all day, but got a very high reward. The third shot of the opening of American Idol was their shot. When subsequent clients came, it helped because they knew that we had already worked for a popular show. David: With American Idol were you just shooting content and handing it over and their guys were editing it? For all his major jobs, Chris gave them raw footage and they had somebody in their organization that handled all of the editing, cutting and doing everything with it. This was the case for Comcast, American Idol, and NFL films. David: What happened next? How did your next client find you? The next person to call was Comcast who wanted to purchase rights to footage for unlimited use. Chris says every job they've had—big or small—has all found them through Instagram. Chris says, “it's a smart business tool that doesn't cost money...the key is getting reposted to get your name out there.” With Comcast, a higher-up had been following him for a while, seeing Chris post shots of cool and different angles of the city. He has never really done any outbound sales activities to pursue clients. “I would be out there shooting regardless. If I had a thousand followers or less, I would still be out there shooting that much because I love it, which makes it easier. if you do what you love, you'll never work a day in your life.” David: One of the things people love on this podcast is specifics and numbers. It inspires people to know what's possible. Can you tell us what you make? His daily rate early on (for American Idol) was $1500 for an all-day shoot. Comcast wanted five photographs and five 15 to 30 second videos. He quoted $500 per still/$1000 per video. He said he’d give them the whole package for $6,000—they didn't bat an eyelash and wrote the check. To come up with those numbers, Chris researched what rights he was giving up for unlimited use. If it had been exclusive—where he was never allowed to use that footage—the number would have doubled because he’d lose all future profit from that footage. He did a lot of research as to what Getty images charges for a single image and then cut the deal. Chris says, “It's extremely important to go online and research things, as well as talk to friends in the photography industry, who you will meet through Instagram. They will help you figure out what your service is worth to you.” Later, a photography director for NFL films reached out, asking for footage of the NFL films building for the opening of a new show. He shot all kinds of things for three hours, getting paid $1500. He got to work with cameramen who’d shot some of the most important sporting events of our time. They knew exactly what they wanted, which made it so much easier on Chris to be directed in that way. David: It sounds like you're getting pretty good pricing per gig. How many jobs are you flying per month and what are you getting paid these days? Chris tends to average two or three jobs a month, but sometimes those jobs have multiple flights. His pricing has increased a little bit—his hourly rate is now $300/hr; his daily rate is $2000. David: One of the biggest questions is ‘How do I find clients?’, ‘How do I find work?’ For Chris, many commercial projects have come from family members or people he knew in high school. He got a Land Rover Jaguar job from a high school friend who is now the sales manager there. He knew Chris was into this because he posted on Facebook constantly. It was all about getting the word out that that he’s “the drone guy” on social media. David: Obviously, it pays to have really good photos that are worth sharing...Do you have any strategies when you're posting on Instagram? Are you also posting to Facebook or doing them independently? Chris does not post to Facebook every time because he has a separate Facebook account just for the drone business. Philly Drone Shots is the only Instagram account he has, and it’s listed as a business. He usually posts directly and separately to Facebook. Chris’ advice is, “When posting to Instagram, hashtagging and tagging are how you get seen with little followers. If you're just starting out on Instagram, hashtag and tag large accounts in the city you live in with things like #gameofdrones, #photooftheday, #dronephotography. When people look at those hashtags, they see your photos, whether they follow you or not. That's how you build your followers.” He got 500 followers just from a repost from a local news organization that has 213,000 followers. Last words from Chris... “If you keep working at it, they WILL come. They will find you and they will see you.” Connect with Chris: Website: Chris Dantonio Drone Photography Philly Facebook: Chris Dantonio Drone Photography Instagram: @phillydroneshots 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

S3/EP 2: Nick Frandjian from Open House Foto

Masters of Community with David Spinks

Play Episode Listen Later Jan 12, 2021 53:21

Nick is the CEO & Lead Photographer for Open House Foto located in Los Angeles. Introduction: Nick bought his first drone, a Phantom2 with a GoPro in 2015 for $2,500. He’d just left his full-time job at a cable company that he hated working for. He knew that he had some creativity but didn't want to buy a drone because the ones he saw were shaky. He also knew he could do better. Nick would fly the drone over a business, take photos and find out if they would like to buy them. That was that; he kept doing a few here and there. Later, he contacted a photographer, saying he did videography, and asking if he’d like to partner up. She agreed and it all started. David: What type of projects do you typically take on today? Nick says their bread and butter is primarily listing videos, highlighting great things about an area. They showcase how properties compare to other areas. When they approach clients for video, Nick tells them they're not trying to sell the condo; they’re trying to sell the lifestyle and the neighborhood. For example, he shot a condo in Venice beach which was small with no ocean views. And, Nick says, “if you see the video, you say ‘I want to buy that thing right now’.” Nick uses an electric skateboard with a stabilizer on it. He stands on it with his remote control and gets beautiful shots of the boardwalk. People ask him “What's the percent of drone usage in the videos?” From a two-minute video, Nick says, the drone is there for 15-20 seconds max. He says, “You can't waste 30 seconds outside of the property--you gotta get inside ASAP. People need to see what inside looks like.” David: You started taking pictures of businesses and seeing if they're interested. Then you got a partnership with a photographer. Now you're at super high end real estate jobs, doing video tours. Help me bridge the gap between how you got from there to where you are now. Nick says, “The secret is content...you need something to show someone what you've done. It's that simple; it all starts from being willing to spend some money.” After getting the drone and partnering with a few people, he decided to drop by a popular Real Estate office on Sunset Boulevard. Nick gave the agent his business card, saying he does real estate videography and walked out. He got a call a week later from them to shoot an iconic home. Nick asked for $500, the agent paid $300. Nick says he shouldn’t even have charged them because he was new and needed to get content. “It’s like high school...were you at Tiffany's birthday? Then you will come to my birthday. It’s free ads; maybe they work, maybe they don't. As soon as the realtor knows that you've shot something for another realtor, you’re IN. That's how it works with them and with developers.” Nick’s advice is to get really cool building shots in a downtown area, find a realtor and try to get some beautiful homes to shoot a couple of frames complimentary. Nick didn't hear from them for a while. Then sometime later another realtor calls saying he saw the videos Nick had done on the previous house, had just taken over the listing and wanted to pay for the rights to the video. Nick said he could also reshoot it for them very cheap if they gave him two more listings. They agreed. One more piece of advice for people is to go to an open house with cookies or pizza and give it to the agent(s). Nick says to the agent, “I know you're here all day. Maybe there's something for you and for people that are visiting...and here's my card.” Sponsoring lunches is also a great idea. By hiring someone to come make crepes at an office, Nick met one realtor who gave him close to $7000 worth of business over the span of three years AND referred him to another realtor. Nick says that despite all that, it can be easy to get discouraged. He says, “Every time somebody compliments me, I say thank you; that's very encouraging. Because in this kind of business, anyone can go to best buy, buy a drone, knock on a realtor's door to take photos. Realtors (and others) don’t understand that time lost is money lost because when somebody screws up, someone like Nick will have to go back and redo it and they're going to pay him.” “Talk to everyone and make sure they know what you do. Realtors trust me to do my thing. At one house, I heard kids playing in a pool next door so I brought my drone over, told the Mom I’d be flying it for the house next door, would fly over her home but would NOT film the kids. I also invited the kids to watch. She was excited, told the neighbor, who told the realtor, who was very impressed. This could have been a nightmare, which was avoided by a simple knock on a door and a hello.” Nick also tells people to watch movies because you get to see what techniques the cinematographer used. They do really cool foreground shots to the trees--revealing the home from the bottom up. Then the home looks really massive. David: What are you charging for like a full walkthrough, highlight video of a property of these $5 million homes? Nick charges by square footage. Anything on the West side starts at about $950 for up to 2000ft2. People know how much you know, not from what you tell them, but questions that you ask them. He advises to send them a questionnaire and ask them questions such as, 'do you know how to turn the pool lights on?' Nick has cleaned windows, exchanged light bulbs, folded the toilet paper in a triangle. All these little touches are pretty important. The realtor sees that that's the important part. Details are EVERYTHING. David: It sounds like you're in with all these really high-end realtors and their offices. How did you get into doing construction and what kind of construction stuff are you doing? Nick got hired for a brand-new build and the developer and architects were there. Nick asked them who captured the progress of construction sites. The developer said they had a drone guy, but Nick gave him his card anyway. Nick also did a video for a roofing company who brought in a massive crane to deliver roof shingles. Six months later, the guy asked if they still had the photos he took because the company told them they delivered one amount, but they got a different amount. Thanks to those photos, they were able to see how many they delivered. The roofer said, “this alone was worth everything we paid you.” In construction, anything you shoot to showcase progress is so, so, so important. Nick uses this to show developers so much more of what he can do for their homes. Connect with Nick: Website: Open House Foto Instagram: @openhousefoto Vimeo: @openhousefoto 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

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Building the Dream Community Team with Holly Firestone

Play Episode Listen Later Jan 11, 2021 69:05

Today we’re joined by an experienced community leader, Holly Firestone, whose work at Birthright, Atlassian, Salesforce, and now Venafi has transformed the way these communities are built and structured. We dive into where Community fits within an organization and the importance of having a separate community team with goals focused on the company goal and the role it can play across the organization. Holly has years of experience designing community teams and discusses the power of having a senior community manager overseeing specialized community managers, as well as the benefits of a community operations manager. Holly dives into the ins and outs of these roles and the importance of having a specific career path and goal for each member of the community team. We finish up by talking about key aspects of managing and hiring a community team, ensuring you make time for one-on-ones and everyone on the team is making decisions within their work scope. If you’re trying to build, structure, lead, or hire a community team - this episode’s for you. Rapid Fire Questions: - Up and Coming Community Builder/Creator: Brittni Cocchiara & Beth Vanderkolk Go-To Community -Engagement Tactic/Convo Starter: What was your first job? (p.s. Holly’s was Chuck E. Cheese) - One Community Metric to Use for the Rest of Her Career: Engagement & valuable conversation. (Although communities are dynamic and this often depends on the business goals). - Weirdest Community Holly’s been a part of: BBYU - jewish sororities and fraternities - Final Life Lesson: Slow down, be kind to others, appreciate yourself, stand up for what you believe in, do what you love, drink water, wear sunscreen, the best support you’ll ever get is the support you give yourself. 2-3 Quotes: 1. “David: What are the things that you look for when interviewing in order to be able to identify who, who would be a great community manager, community operator for your team? Holly: Number one is empathy. And I think that you can find that in your conversations with anybody and understand, are they thinking about the experience for the people in your community first and foremost, can they put themselves in their shoes? Are they thinking about, you know, building for that, for that group of people? So I think that that's the most important because I don't think anybody can do the work that you do in a community team without that.” 2. David: “What do you think is really important for someone who's managing a community team? What were the systems or things that you did to make sure that team was successful and supported and had what they needed to do their work?” Holly: “ I think a regular one-on-one is so important and it's not just, you ticking off a list of everything that you want to talk to them about. They really have to be in the driver's seat for your one-on-one. So there's always, you spend, you know, half talking about the things that they need to get answered from you or, you know, Whatever questions or topics you need to discuss. And then half you're talking about them, what do they need? How are they feeling, what's going on? But they're equally important in my opinion, you know, and I think that creating a space for them to be able to share is also really important to share on a regular basis.“

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S3/EP 1: Liam Abrigg from Bentley Studios

Question of the Week - From the Naked Scientists

Play Episode Listen Later Jan 5, 2021 52:35

Liam is a Photographer/Videographer and Owner with Bentley Studios Introduction: Liam specializes in photography and video, mostly in the wedding industry, averaging about 40 weddings a year, and incorporating the drone. He also takes photos of the transitions of projects for roofing companies. David: Let's go back, let us know how your business started from the beginning... Liam has been an entrepreneur since he was 15. He started in the iPhone repair business, doing that for three years, repairing over 300 iPhones and saving $10,000 to fund his photography business. He got his first camera was when he was 13. He became the school photographer in High School, when a teacher asked if he would have any interest in filming her wedding. At 16, Liam sweated through five shirts filming his first wedding. He also realized he loved being a part of someone’s special day, giving them their video or photos and seeing them tear up. After that, he started doing social media videos. He’d call local businesses and say, “I'm starting a business and want to try to get into social media. I see you guys are lacking in that area and I would love to help.” He got a lot of practice doing video production this way. David: What kind of reception did you get when you'd reach out? Some turned Liam down, saying they had their own thing, or they didn’t want to dabble in that. Some said they appreciated that he wanted to do it for free and would give him the opportunity to do so. Liam valued that as a networking opportunity. He got turned down a lot and found out he’d get a better attitude and could find a way to not offend anyone and help people out. David: How did the transition happen from dabbling with free stuff and reaching out to businesses to progressing into your first paying client? Toward the end of high school, Liam did a lot of senior photos which led to more paying opportunities. Every once in a while, he’d try to reach out and get opportunities to film a wedding. As he started to have more work to show people, he started to get booked more. Liam owes a lot of his success to word of mouth. He loves to go out and talk to people and create those friendships. David: When did you start first dabbling in drones? Around the end of his senior year, Liam bought a Phantom 4pro and fell in love with it. At that time, not many local people had any drones, so there was a lot of good opportunity in front of him. David: A lot of people get a drone, then want to know how to start getting clients and paying gigs. So, did your free work just turn into paying gigs or did you have a strategy to start making money? Liam had a gradual increase since he’d started out pretty cheap. Over time, as he had more experience, and his portfolio got larger, he gradually increased his prices because of his experience and equipment. Also, people would see his work on Instagram and message him. Liam says, “It was like a large spider web that expanded, but it was a lot of networking that led to those opportunities.” David: What do you do for your social media? Do you have a system, every time you shoot something, you put it on Instagram or Facebook? Liam has a system. After every shoot, Liam always puts a nice grid on Instagram. He says the first thing people look at when they go onto your page is your grid. The “grid” is some type of theme on your whole feed. Liam says if people see your page and it’s too eclectic, they will bypass it. David: What were you charging for a wedding when you first started out? Liam would charge $500 for a wedding, giving clients an 8-15 min highlight video. He wanted the experience and was young at the time so to make $500 on a Saturday was great. Now, his videos showcase the whole day and the client has total control over what’s in the video. The average price for that is $3000. For photos, he charges an hourly rate of $300 and then there's no minimum or maximum on the hours. An entire wedding runs about $4500-$5000. David: When did you start breaking out into other areas? At the end of high school, Liam got more into the drone. Where he lives—in Youngstown, OH—there are tons of realtors. He’d see on social media that a lot of them were just using their iPhone to take photos, so he offered to do houses for free, saying he wanted to learn. At that time, he was trying to incorporate more of the drone to become the go-to drone pilot in the area. That’s when he fell in love with the drone. Liam still has seven realtors that he messaged on Instagram when in High School that he still does houses for. After he did one house for free, he’d offer to sit down and see what kind of price they wanted to pay. Typically, he’d charge $250 for a full photography package and using the drone would be another $100 on top of that. David: How much of your business is with real estate agents? It sounds like you might be more focused on weddings. Liam is more focused on the weddings, which is where the money is. He has four employees, so he'll double book weekends. He says people LOVE drones at weddings—they think it’s the coolest thing. He also does a decent number of aerial photos for roofing companies. And, sometimes, walkthrough real estate tours for $150. Weddings have led to different opportunities, including meeting an owner of a roofing company locally that specializes in schools and large commercial properties. He asked Liam to film the progress of projects to display to potential clients. Liam goes out once every two weeks to take about 15-20 photos and a 360-degree video of the building. A typical roofing project on a commercial property is 8-10 weeks. He charges a flat rate of $300 per shoot which includes video editing. At the end, he puts together a 1-2 minute video of a time lapse of the whole project. David: When you started with that one roofing company, did you see what they wanted and you reached out to other roofing companies, or how did that work? These companies don't like anyone to share their drone stuff but they will share it with other roofing companies or partners. Liam has gotten contacted from partners or other connections within the contracting industry of his first roofing client. David: Let’s look at a snapshot of your week. How many drone or video productions jobs, including weddings, would you say you're going out to each week? The week prior to the interview, Liam had three drone shoots for the roofing company and then two promotional videos for local businesses—which are “about me” stories that they can put on social media or their website. With Covid preventing people from going to their businesses now, a lot of them want to provide opportunities for people to watch what they offer online. He also had a wedding on Saturday. His average week is about 5-6 jobs. David: Can you let us know your average revenue in a great month and a slow month? In summer, Liam averages between four and five weddings a month, then usually three projects during the week. In a good month, he averages $10-12,000. In a slow month in the winter, he can make $3000-$5000. David: What advice do you have for me on how to get started and get and get going? What would you say? Liam says the Mavic Mini is a great starting point...mess around with it for a while. Then, after some time, he says to jump up to Mavic Air. Go take some photos and get experience to feel comfortable. Liam also watched a ton of YouTube tutorials on how to get good drone footage. David: When someone then says, “I’m ready to get my first client. How do I do that?” What would you say? Liam says social media is a great platform to use, since everyone's on it. Jump in with the realtors. “They don't pay very well, but starting out, you're not going to make very much anywhere.” Liam says think that the more jobs you get under your belt, the better you look. Then start to DM a bunch of real estate agents. They love their social media stuff. Have a good grid that showcases what you do. When the agents click on your profile, you want them to see you have cool stuff and it's organized. Resources Website: www.bentleystudiosusa.com Instagram: @bentley.studios or @liambentley_15

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Chris Feldman, Sharp NEC Display Solutions

Sixteen:Nine

Play Episode Listen Later Nov 18, 2020 33:15

The 16:9 PODCAST IS SPONSORED BY SCREENFEED - DIGITAL SIGNAGE CONTENT A few weeks ago NEC Display, which is now Sharp NEC Display Solutions, started marketing a new product called NEC MediaPlayer. I saw the note and I thought, "Oh, OK, I'll write about this." But then I didn't, because I couldn't make heads or tails of what it was about. This podcast interview helped me clear the fog, and I suspect it will for others. MediaPlayer is software designed to work with the Raspberry Pi hardware that NEC uses as an alternative to the System on Chip offers from its display competitors. MediaPlayer has two aspects: There is a simple signage, LAN or sneakernet platform that allows companies to do things like put production KPIs or other content up on a screen, without investing in a full signage platform, because they don't need a full signage software platform. And there's a foundational CMS set-up that is there for the 15 or so CMS software partners who do digital signage on Raspberry Pi. If an end-user or integration partner uses NEC displays that support the Pi, they can select and install that software image right out of MediaPlayer. People who have been around digital signage for many years will likely wonder - Did they do Vukunet ... again? No, this is not that the rebirth of the circa 2009 NEC CMS and ad platform. I spoke with Chris Feldman, the product manager for NEC MediaPlayer. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT David: Chris, thank you for joining me. I wanted to talk to you about NEC, because I saw some PR about NEC media players and I read it and then I read it again and I thought I'm not quite getting what this is, so it would be lovely if we could walk through what NEC media players are all about. Chris Feldman: Cool. Yeah, thanks for the opportunity. You're not the first. I think the confusion is that the media player exists in two parts and it's obviously tied to the system on a chip (or SOC) space in digital signage. A number of years ago, we released our displays that use the Raspberry Pi Compute Module 3a as an open source platform for associates, allowing a lot of users to utilize that and the whole open architecture kind of digital signage. But one of the things that we found, as we're getting feedback from the market, was that it's great that we have this open architecture, but people really need an out of the box experience with it. So they need something where as soon as you open it up and turn it on it's got to do something other than just give you a desktop operating assessment screen.. David: Cause not everybody's a nerd and wants to develop that way. Chris Feldman: Exactly. And, I think initially our thinking was, there's so many tools out there that people are just going to rush to it and be like, yeah, this is great, which is what they're still doing. But the fact of the matter is they needed an out of the box experience and so that brings us to the first part, which is the NEC media player. And so what we've done is we've looked at the media player experience overall And how it can fit within the NEC display, NEC display ecosystem, so to speak,and that's what we developed. We worked together and we developed this media player that we had delivered onto the display. it comes pretty loaded so it's the standard image now on all the Raspberry Pis that we sell and we've also upgraded from the Computer Module 3 to the Computer Module 3+, so you're getting a bit of a bump up in CPU performance, but also the hard drive or the EMT on the internal memory on the device itself, it's bumping up from 16 gigs to 32 gigs. So you're getting a little faster CPU speed, and you're getting twice the amount of memory in there and then the mini player itself is really giving users the ability to really get up and running with signage very quickly. So we looked at things like playback, so it was important not to have gaps. People want to have, whatever images they have up there or videos or combination thereof, they want them to play slide-to-slide without any kind of black space or dead space in between. The new player does that and addresses that issue that was on the Pi. And so what we're able to do is we have that going, you can connect to it locally, so you can walk up to it, there’s a USB drive., I'll plug it in. You can use the wireless remote that comes with the display to actually load content onto the internal drive of the Raspberry Pi. You can use a wired keyboard as well, but one of the cooler things is you actually have the ability to control it over a network. So if you have a closed network, like a LAN setup where you have all your screens running the media player, you can actually talk to all of them, control them, and so you can set up playlists, you can set up schedules, you can set up everything that you're doing, with regards to content, over a network. That's a really powerful tool that we have there. We've added some things like streaming services, so you can actually stream content to it. You can have URLs that are accessible because it does also support touch. So say you have a lobby space in your corporate office, and you want to have a way to tie into a content you already have without having to spend more money, just to have this new digital sign that you have, you can just utilize your webpage. And then the cool part about it is it actually utilizes the display itself, that's one of the great things about using the internal Raspberry Pi, as opposed to an external Pi. One of the things we have is a real-time clock and a watchdog timer to maintain the high-res of the display. But we can also tie into the human sensor that we have either externally, with our KTRC kit or the one that's built into our VNP series displays that we offer. So you could have essentially a slideshow running and then when it sees someone walking in front of it, it could switch over to that website or switch over to that HTML file that you're looking at, if you're doing it by finding that type of thing. And then if you touch the screen, you can actually interact with it, which is a really powerful tool to offer customers just through a standard media player that's included with the Raspberry Pi. The second half, which is where a lot of people get confused is, again, looking at signage and what people wanted to do. These media players are great and what we designed was not designed to be an “end-all be-all” of media players. It's a great little device that offers a lot of functionality but the reality is once people really start to see the value of digital signage in their place, whether it's a retail establishment, quick stores, restaurant, corporate office, hospitals, wherever it is, and they start to see that potential, they'll want to do more things. And so to do that, you really need to have a true CMS running on the device. So we looked at that and we looked at the negative feedback that we received on imaging the Raspberry Pis on our displays and what we did is, we created this CMS platform within the media player. So when you have the media player running, on the top is a series of tabs that essentially denote what you're doing. You simply just arrow over to the CMS tab and then on there currently we have about eight or nine partners, and this list is growing, you can then move down and select a partner and you get a description of what that partner does, and then the option to install that software. So you can actually go to a company, or certainly a partner like Screenly or Yodeck, select their software, and if you're already using it, let's say you have a Screenly account, you have that up and running on regular media players throughout your facility. Now you want to add these displays with SOC, to expand your digital signage. You can click install, it will install the Screenly software, and then it'll run as a Screenly player on your network and you can manage it just like every other device you have working. And so that's where people are kinda getting lost because it's like a two-part construction to what we have. David: So it sounds like in your first part of the description, many to most of the components that you would need, or in commonly found in a digital signage, CMS software platform particularly on the management side, but it's not marketed or presented as a CMS, and if you have customers who will want to go down a little path of using a commercial CMS, you have options to do that. So am I right in thinking the first part of what you're describing is meant for companies that let's say already have a software development team of some kind, and they're looking for a signage platform that has foundational software and APi so that they can develop their thing on top of that without using a commercial CMS. Would that be accurate? Chris Feldman: Mostly. So first of all, it's designed around a LAN, right? You're not going to have, say like a quick service restaurant where you're managing several hundreds or thousands of stores. It's designed to be a closed loop, so to speak. So if you have a building, you don't pick a large company out there like Motorola, right? So if you have several campuses together, you can have a local one off here in Schaumburg, you would have these displays on the wall and the administrator can access them and load content to it. But if you wanted to go to where they are, where they're downtown, you would need a separate set of media players running. So they're not really designed to be cloud-based, it's not really inter-connectable, so to speak and they all have to be on the same network and then they'll run existing content that you have. So it's for the user that needs more simple signage, not necessarily looking to invest in the expense of a CMS software, and then it still gets you into that realm, right? It still gets you into digital signage but you don't have the minutia control that you would over through a CMS. Let’s take Rise Vision, for example, those guys have a lot of control over what they're doing and we're not really trying to do that. What we're trying to do is get you in the ground floor, so to speak, get you a media player with enough robust functionality that it's actually useful, but at the same time, we want to be able to encourage you to work with any one of our partners. David: So let's say a manufacturer who wants to visualize some KPis from the production floor and just do it in that one facility over the LAN on a few displays. They could do this to find that you are all for that particular visualization that's coming out of, I don't know, Power BI or whatever it may be, throw that on there and you've got what you need. And then the second tier of this is when you have partners, like Screenly or Yodeck, who already develop to Raspberry Pi that could be part of a well-defined ecosystem and your customers can look at the different options and go, “okay, these guys are more oriented to what I want to do, and I'll use that.” Chris Feldman: Yeah, if they can handle that. David: When I first read this PR, I was thinking they’re not doing Vukunet again, are they? Chris Feldman: (Laughter) You’re not the first one to mention that, but no, this is not Vukunet. David: For those who don't understand what they we are going on about, about 10-11 years ago, NEC came out with a free CMS platform and a kind of a companion advertising platform called, Vukunet and AdVuku and I think the most accurate thing to say would be that it was a little early in the development of the ecosystem for that to really catch on. Chris Feldman: Yeah. And, ironically, I was actually involved with that as well. Maybe that's why I was chosen for this one, there's a lot that goes into it and you have to play to each other's strengths and one of the things about, the digital signage world is, it takes a village, right? These systems and these projects can get rather large and cumbersome, it's no longer just somebody going, “Oh, I want to throw a PowerPoint on the screen or a PDF slide from my menu board.” No, the amount of functionality that people need and some of the more complicated logistics really needs to take multiple partners to successfully launch one of these, even a moderate sized one to the market. And what we're trying to do is we're trying to simplify that, we're going to bring in as many people as we can together, so that it's easier for people to basically bring that to market. David: So if I wanted to use Screenly as my CMS, working with NEC media player, with the software components that you were describing earlier, I assumed that there are similar components that Screenly has written and everything else, so how do you work around them, nto clash with each other? Does a lot of the NEC media player functionality just shut off? Chris Feldman: Yeah, literally that's what happens. So when you select that partner, it becomes that partner's player or that partner's end point or however you want to refer to it. So there's going to be no confusion. There's gonna be no clash, ‘cause that was honestly one of the original concerns when we were supposed to find what you're trying to do here, we didn't want to create something that was gonna create problems for us later. The idea is we want to work with these partners as well as we can and deliver an experience that we can have that QC control, to the end-user. David: Are there device management things like what you're describing with the wash-dock timer and things like that, that a developer like a Screenly or Yodeck or whoever can tap into if they don't have that themselves, or are there elective components that you can use? Chris Feldman: Yeah. We work with a company called signageOS and they're helping us with this whole partner onboarding, and one of the things they do is they tie into that. So if they require things like CEC control, so you can utilize the remote, control it, or it ties into the touch capability, they're handling that vetting portion. And, in addition to that, we also have, and I like to refer to, is one of the best kept secrets in the AV, which is our never said administrative tool. I don't know if you're familiar with that. So again, it's one of our best kept secrets. Never said administrator is a tool that's been around with NEC for, I've been with NDC about 12 years now, and it's been around as long as I can remember, and it is networkable management for all your displays from desktop monitors up through projection, right? And as long as they're all connected, via a network, you can do all kinds of really great things. You can monitor them, they can set it up where if somebody were to change an input, for example, it blows my mind every time, every time you have a large screen somewhere, everybody wants to look at it and say, “Hey, can I get the game on there?” And then try to press the buttons and if you didn't laugh them out, all of a sudden you turned off whatever your digital signage application is and the screen is blank and so if you have a large building, it would be nice if the screen could tell you that because the screen already knows, and that's what it can do. You can set up a series of tasks that it can do, you can set up a time task where, if you're a school system and you want to shut off all your projectors at night to save the bulb, do you have the ability to do that? You can say, “okay, five o'clock turn everything off” and it'll do that and everything connected to it will do it, whether it's a screen projector, desktop monitor, what have you, and that is, available for download on our website and the standard edition is actually free of charge, and it's one of the reasons why it's the best kept secret. So it's something to use and it's an incredibly powerful tool that you can utilize either within your own facility or if you are a reseller or an AV integrator. This is something that you could also leverage as a service with your customers. So you can say, “Hey look, Mr. Customer, I can set this up. I can put all these screens on the network.” Obviously he will charge a fee for that and that's what it's there for. And that can be also tied into the available APis and so our Raspberry Pi, which talks to our display could then also connect to never said administrator. David: What’s the adoption rate for Raspberry Pi? I mean smart displays have been around since the early 2012-2013. The early ones weren't very good, but they've gotten better and I would say the whole idea of SOC displays is fairly mainstream now, there's a lot of them out there. NEC, to my knowledge, is the only company that's gone down a different path with these slot loaded Raspberry Pis. How has that gone? And where are you with it? Is it right across your product line or just on a subset? Chris Feldman: So we have a very wide breadth of screens that we actually utilize it on, screen sizes, everything from our 40 inch, whether it's a VRP series all the way up to our 98 inch screens. And that also includes our ultra narrow displays so the video wall displays as well. And so we have all these different screen lines that you can utilize within your network and tie into the software that you're using, like one very clear example, it's called Full Beamer. It's a great tool and they have this really awesome application that you can do video walls with Raspberry Pis by literally taking a photo with your phone. So you take the software, you load it onto a screen to take a picture of what the screens look like and each screen will have a QR code on there. You'd load that onto the website and it'll automatically scale the content, regardless of rotation onto the wall, which is an incredibly powerful tool that they can do with our screens. David: Why Raspberry Pi versus just putting in an ARM processor and doing what most of the other guys are doing? Chris Feldman: Twofold. First, we've had a modular philosophy around everything that we do for computing for a long time. We've had OPS forever and then before that we had the SPC slot, and that's worked out really well for us. We've had a lot of really great successes.and we've got a lot of really great feedback on it. So when we moved into SOC, what we didn't want to do is we didn't want to move away from that. We wanted to give customers that option and in addition, we also didn't want to necessarily build in the cost of the SOC into a screen that they're buying if they are not using it. So if they want to use a PC, they're not using SOC, why pay for it, or if they're using something external, why pay for it? So that's the first part. And the second part is really the, just the whole developer community around the Raspberry Pi, cause it's one thing to be having open architecture, because if you look at our competitors, everyone, they're all open, there's APis that are out there. Right now with the Raspberry Pi, you have kids sending these things to the moon, right? You have all kinds of really amazing things that people are building with Pi. I saw one application, I think it was a year ago, maybe two years ago, where somebody took a Raspberry Pi and connected the accelerometer that you have for your cell phone to it and then when you rotated the display, the content would rotate with the display. It was a really amazing thing that they were doing, with that smaller SOC. So that's what we're really trying to leverage with the Raspberry Pi inner displays, is that not just the level of creativity that affords the user, but just the global community built around it. People are really doing amazing things with it because you get stuck in something and you can on the web, post on a message board and somebody may have already run into that problem, and so that's what we wanted to do, what we wanted to leverage. David: The interest in Raspberry Pi when it first came out and it probably still is that it's a $35 to $45 micro PC, and therefore I can save some money there. Often don't seem to understand that there are other things that you have to buy with it to get it all to work and it doesn't end up being 45 bucks. It costs more than that and it is a micro PC positioned, it’s something for makers and hobbyists and so on. Although there are millions out there and as you say, there's a huge development community, why would you go down that path instead of the Intel smart display modules or compute modules? Chris Feldman: The smart display modules, we actually are implementing as well. So the next generation displays will have the SDMs, available as a flat, And then the computer module will actually install underneath it, so if you look at the way that the screen is actually built, you have two halves, right? You have SDMs and you have SDML, right? SDML takes the whole thing and the rest takes just a third of it. The unused portion is what the Raspberry Pi will connect to, so we're not going to connect to the SDM slot. And when we're specific about that, we're not connecting to that portion of the display. It's connected to its own proprietary connector on the other side, but you have that ability, so you could do things like run the Raspberry Pi and, potentially, another accessory that you have in that slot, that's running off of it. David: So you could use the Pi for media play out, but you could use an Intel i5 for computer vision, like your NEC application or something like that? Chris Feldman: Right and, again, the idea behind adopting the Pi was really built around the community that exists with the Raspberry Pi. It's one thing just to create a small SOC type PC, a little chip you drop in with some memory in the CPU, it's another thing to drop something in there that has some momentum behind it already, people already developing behind it. And as we were later to the market than everyone else, we wanted to leverage that, we wanted to have something that already had a development base behind it when we hit the market. I think when we launched, I think there were probably a dozen companies that we had on our website that already had CMS software that was running on Raspberry Pi, and we linked them right at the bottom so people get up and running very quickly. David: You've mentioned there's about eight or nine on there now with your dropdown? Chris Feldman: So the eight or nine are actually the partners part of the overall CMS platform that's on the Raspberry Pi. So if you look in the Pi itself, those are the eight or nine I talked about, those are the ones that are actually on the Pi. But if you go to our website, we actually have a media plan link on our website, it's actually connected. Any one of our large format displays that have a Raspberry Pi slot, there's literally a link that you can click and say, “Hey, check out a new video player.” You click that link. It'll take you to our media player site. Go into all of the detail that I'm going on with you today and then, at the very bottom, there'll be a list of all the existing partners today that are on that Pi and then there's another button you can click, which will show you everybody that we know of that's working on the Pi. It's more than eight, right? So we probably have, and I have to draw a blank here, but probably about 15 partners total. David: Okay. Is there any particular market or attribute about the kind of end users who are gravitating towards this technology solution versus, I don’t know, I see a lot of smart displays being used for QSR because it streamlines the install and things like that, or is there a representative kind of user who would go down your path? Chris Feldman: That's really the great thing about the associate market as it is right now. A lot of CMS companies are rendering using HTML5, or through a standard browser or streaming something from a source. You can move away from like a standard type PC, to something like an associate and save a fair bit of money. The cost on screens will come down considerably, to buy even a small form factor PC, like an Intel that can oftentimes costs more than display, right? So now if you have this SOC that can then run that other content, that's an assumption being handled by a head-end, and it's acting as an endpoint. You can do a lot of really amazing things with it. And I don't think it's, yes, I can appeal to a specific vertical. You're really going to appeal to those that are looking to get into the signage market. But I've always been a little shocked by it, because there's an economy of scale that we're dealing with because, there's a screen, there's software, there's PCs, there's tablets, there's all these parts that kind of go into it. And then you have to multiply it by the number of locations that you want to have it in there, it's not just one screen from the menu board. The average menu board size is three. So if you take three times the number of stores and very quickly that number gets very large. So we can do something like this and be able to deliver that competing solution to the customer that lowers the cost of ownership and those that may have been wavering or, not necessarily, very motivated to adopt this, now it becomes much more inviting for them to do it. David: I have a feeling that you can't tell me who, but I'll ask anyways, and you can just say generically if necessary, do you have some good reference cases on large-scale deployments of viewer displays with the Pi inside? Chris Feldman: So we just released the media player and the Compute Module 3+ on our displays, we are just starting to deliver those now. So there is one case that will be listed soon so we can build a reference on our website and then those will start to develop as that grows out. David: Is that retail? Chris Feldman: It was in the QSR space. David: And like hundreds, thousands, millions? Chris Feldman: When it's released, we'll be able to tell you. (Laughter) David: All I know is that it's just a burden of anybody who is trying to market in this industry that the bigger the client, the harder it is to get permission to say anything about the job. What will we see going forward with the media player? I know you mentioned OPS for the displays, but, how do you see this evolving over the next year? Chris Feldman: Like I tried to mention earlier. So when I first started with NEC, if you looked at the kind of PCs that were being purchased, you're looking at a very low type PC, moving up to a higher end type of tower PC with a video card, it was a standard bell curve, right? So the Core 2 Duo was the workhorse, the vast majority of screens that you saw out there were running something similar to an open Core 2 Duo, they were everywhere from airports to all other verticals, but as signage has continued to evolve, software design has gotten better, that standard bell curve is in verdict. So that middle of the road PC is not really seeing that much traction, the higher end PCs that are going to give you much more power and much more dynamic content because they're getting so much smaller, like the new, i5 STM that we have coming out, that performance significantly better than the previous generation i7. So you're getting all this power in this one device, that you can do. real-time 3d renders for wayfinding. So instead of just having a flat space looking map for your lobby, wayfinding, you could have an interactive 3d model that literally shows the walkthrough to go to where your location is at, those types of things. And then on the lower end of things, you can get your information out, your menu board information out, your HD, PLEX shows or video content with audio, all that running on an SOC and the market is changing in the way where like the low end and the high end are becoming the dominant competing solutions. So that's what we're gonna see. I think we're going to see a lot more screens with built-in computing kind of leading the charge, but then I think also extension. So being able to get video at higher levels so are you talking 4k-8K, from a tower PC with a high-end video card, talking a lot of RAM, doing really dynamic stuff out to display as well so that's where signage seems to be going. David: All right. That was great. Thank you Chris, for spending some time with me. Chris Feldman: Thank you very much.

Written in Stone: How and Why to Implement Personalization

Up Next In Commerce

Play Episode Listen Later Nov 17, 2020 42:16

Keepsakes, momentos, treasures, heirlooms — whatever you call them, everyone has certain things that they hold dear. For many people, hand-written notes fall into that category. In a world filled with 240-character tweets, rapid-fire text messages, and a stuffed email inbox, getting a hand-written note means more than ever. Even if it comes from a brand. Personalization is one of the buzziest words in ecommerce, and every business is trying to find a way to give its customers the best, most personal experience possible. David Wachs is helping them with that.David is the CEO of Handwrytten, which uses robots to send personal, hand-written notes, which have a 300% higher open rate than other types of communication. On this episode of Up Next in Commerce, David explains why personalization is the way of the future. Plus, he dives into the thinking behind subscription-based services and what it takes for your subscription to stand out to investors. David also shares the advice that he received from Conan O’Brien that has stayed with him his entire life. Main Takeaways:This is Getting Personal: Over the last few years, consumers have started seeking more personalized experiences. There are many ways to create those experiences in-store and online, but ecomm businesses have a personalization advantage due to the data they have access to. Brands that can tap into that data and then follow through are the ones that stand out. Subscribe Here: Subscription services are popping up everywhere. When done correctly, subscription services provide a recurring revenue model, which is something most investors look for. However, creating the right model takes time, effort, and experimentation, and it’s important to be willing to put in that work to find the model that is best for you and your customers. Here’s Some Advice: When one piece of advice sticks with you 20 years later, that’s something worth paying attention to. Tune in to hear what words of wisdom from Conan O’Brien have inspired David every step of his journey.For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length.---Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce---Transcript:Stephanie:Welcome back to Up Next In Commerce. This is your host, Stephanie Postles, co-founder of mission.org. Today on the show, we have David Wachs, the CEO of Handwrytten, spelled with a Y. David, welcome.David:Thank you so much for having me.Stephanie:Yeah, I'm really excited to have you on the show. I just went down a great wormhole of watching your robots write letters. I think that's a great starting point to hear how you came to be at Handwrytten. What brought you to found it?David:Yeah, so this is actually my second venture. My first one was in the text messaging space. So, I started that one before the iPhone came out. We rode the wave of mobile technology with the iPhone and all that. By the end, we were sending millions of messages a day on behalf of major brands, like Toys R Us, a lot of brands that are now bankrupt, but no fault of ours, but Toys R Us, Sam's Club, OfficeMax, Abercrombie & Fitch, etc.David:What we did was we helped them connect with their customers through text messages. And then we also did iPhone apps and Android apps and all that, but our core was really text messages. What we found was, it really, really worked. I mean, these were not spam messages. These were people opted in, so they actually wanted to receive Abercrombie & Fitch offers, etc, straight to their cell phone. When we sent out those offers, they'd have literally lines out the door.David:We worked with Tropical Smoothie Cafe, which is a big smoothie shop chain. Every time they sent out an offer, I'd walk into a Tropical Smoothie. I'd say, "How's this mobile thing working?" They didn't know who I was, and they'd say, "Oh, my gosh. Every time we do it, we have to staff up, because we sell so many smoothies." So, I knew we had something good. But at the same time, I helped create a monster, because everybody nowadays is getting inundated with probably 50 text messages a day from family and commercial texts and right now, political texts, several hundred emails a day.David:I think the average office workers receives about 150 emails a day and spends 28% of their time sorting through all that email. And then you add stuff like Twitter and Facebook and Slack and all the Instagram, all these other electronic forms of communication. Maybe I'm just old, but for me, it all just becomes noise.Stephanie:It's very noisy right now, especially with the political texts that I'm getting.David:Oh, my God.Stephanie:I'm getting like five a day. Stop it. I don't want that anywhere.David:I know, I know. It all just becomes noise. The average 35 to 44-year-old receives nearly 1,600 texts a month. The average 18 to 24-year-old receives 4,000 a month. So, what I know and what you know is no matter how personalized that email or that text looks... Hey, David, thank you so much for your purchase of this coffee grinder or whatever. ... that text was automated or that email was automated. We immediately discount the value of it, right?David:Half of them or way more than half, I never even read, because you just know it's automated junk. And then junk mail, the slick stuff that comes in your mailbox goes directly to your trash can. But what I realized right before leaving, my last company, is handwritten notes not only do they get opened, but they get treasured. I have a bookshelf behind me at my last job that had the handwritten notes I received. My salespeople had all the handwritten notes they received. What I wanted to do was when I sold my last company is I wanted to send handwritten thank you notes to my employees and send handwritten thank you notes to my best clients, thanking them for helping me build up this company and sell it and all the rest.David:I started doing that. I sat down with the best intentions. Very quickly, my hand got sore or I ran out of stamps or I screwed up a card and I had to get another one. I just realized there had to be a better way. So, that's a long explanation on how I ended up with Handwrytten, which is what we have today. What Handwrytten is a combination of software on the front end and then robots on the back end. So, you visit handwrytten.com or use our iPhone app, Android app, Zapier, Salesforce.com Integration, which is a big integration for us, and I know a sponsor of the show, HubSpot integration, all these ways to get your handwritten notes into the system.David:And then we use robots, real robots that we have a patent pending on and I can get into how we develop those, but they're custom robots we built, robots holding real ballpoint pens that actually then write out the notes and mail them on your behalf. The end result is completely indistinguishable from a human.David:We're doing this for large brands and small brands and individuals. Consumers can go on and send their mother a birthday card, for example, all the way up to major brands.Stephanie:Though your mom might know. She'd be like, "That's not your handwriting, Stephanie." Do you guys have any tech that maybe could mimic handwriting, where I could go in there and write up a couple words, and then your robots come in and write it similar to my handwriting?David:So, not exactly. What we do is if you really want your handwriting recreated, we have worksheets for you. It's like you're back in middle school. You have to fill in all the letters and all the numbers multiple times, because we need multiple variations, and we need ligature combinations. So, like two Os together, two Ls together. Do you cross your two Ts with one crossbar or two? We take all that into account. We create a very robust handwriting just for you, but it's an expensive onetime thing. So, pay for it once, it's yours. It's in the system. You can use it as much as you want, no additional charge. So, yeah, but most of our clients or businesses not you sending to your mother. So, for them, it doesn't really matter as much.David:Honestly, I dissuade people from creating their handwriting style, because it is so expensive.Stephanie:Very cool. So, tell me a little bit about maybe some case studies or the ROI that some of your clients are seeing when they send out a note that looks personalized versus just a typical letter, something that's written up by a computer and is very obvious?David:Yeah, absolutely. Well, I have a bunch of stats here, but I don't want to constantly give you footnotes on the stats. So, if I say any stats that are of interest to any of your listeners, just visit Handwrytten.com. That's Handwrytten with a Y. You can pull up all the resources and double check, be a fact checker, etc. But handwritten on envelopes, just the envelopes, have a 300% or a three-time greater open rate than printed envelopes. You just Google that stat and that pops up everywhere. And then also response rates are anywhere from 20 to 50% higher.David:We work with a bespoke suit company based in Canada. They send out coupons every year around the holidays. Those coupons come with a handwritten note from their CEO and his handwriting style with his signature. Those coupons have an 18% redemption rate when usually the company's coupon redemption rate is closer to the 3 to 5% rate. So, it's been very effective for them.David:We have other clients... Let me see here. We have some retention improvements. So, we have a client that does meal box or actually snack boxes for offices. Basically, they'll send you a huge box of snacks every two weeks with like beef jerky or crackers and cookies and all that. What they do is if they accidentally send your office the wrong snack box, they'll follow up with a handwritten note and the right snacks. Now, obviously, the additional snacks help increase retention, but the handwritten note doesn't hurt.David:What they find is if they screw up a client and they send them this snack box, that customer ends up having a greater lifetime value than if they never screwed up in the first place.Stephanie:That's smart. I mean, not only are you getting more times to get in front of that customer, but then you can show them how great the customer experience is even when things go wrong. Yeah, it seems like you'd be a lot more memorable by actually messing up. That's pretty smart.David:Yeah, and then we have some side effects of these, because most people just get one or two handwritten notes a month now, not like the good old days when they receive a bunch. People literally Instagram and tweet these things. So, we work with a company called VNYL.David:What they are is they are a vinyl record subscription service. So, if you're really into old school vinyl, they will look at your Spotify account and your other... I don't know about Pandora, but your other music services. They'll see what you listen to. And then they'll send you vinyl records that they recommend based on your habits. With those vinyl records, they'll include a handwritten note written by us. So, every day we'll write up a whole bunch of their handwritten notes, send them back to VNYL. They'll get inserted with these orders. Not only people love those notes, they then post them on Instagram and on Twitter. That creates a viral aspect that then helps drive more business back to VNYL.David:We've seen the same thing with a morning YouTube show. It's one of the largest morning YouTube shows on the planet. They're a client of ours. They were launching a fan club, where you'd pay 5 or 25 bucks a month or whatever to be a part of their fan club. The first thing they'd send you was this handwritten note from the two hosts of the morning show.David:What's funny is they didn't change up the language on that note at all. Everybody got the same note with the exception of dear Stephanie or whatever, but the rest of the note was identical. All these people are posting these photos of this note to Twitter over and over again. I mean, it's the same note just different names over and over. People were so upset if their note did not arrive within a few days. You know what I mean? They were so looking forward to receiving a note from these two YouTube guys.Stephanie:Are there any backlash on that? Because I could see some people feeling like maybe they were tricked, or especially earlier, when you're talking about retention. If someone is sending out a set of vinyl records every month and see similar handwriting or the exact same one every single time, it seems like there could be a risk of someone saying, "Hey, this isn't actually authentic. You tricked me." Have you seen that backlash, or how do you guys approach that when it comes to a subscription model with someone who's maybe sending out a same snack box every month with a note in it that people will eventually be like, "Oh, yeah, this is obviously not a person writing it. It's the same every single time"?David:Yeah, that's a great question. So, with VNYL, they've got a number of personalities that are the box curators. So, there's like 10 some odd people that are responsible for making these recommendations. Each one of those people was assigned one of our handwriting styles. So, if you get a note from Cody, it'll be in Tenacious Nick. Our handwriting style is called Tenacious Nick this month. And then next month, you get a message from Suzy, it might be in Chill Charity. The following month if you get one from Cody again, it'll be back in Tenacious Nick. So, you'll associate Tenacious Nick with Cody. And then that's how that works.David:We have not seen a backlash. With the morning YouTube show, I was shocked that they didn't see it because they weren't... We vary stuff on the notes. So, in fact, we worked with a home fitness gym thing. They wanted a note from their founder included with every one of their products. They were annoyed with us that there was variation in the writing. We said, "Well, this is-Stephanie:A good thing.David:"... this isn't a print product. Every line's not supposed to identically look like the other card." They were just not a great client for us, because of that. They wanted everything to be exactly... That's not how people write.Stephanie:Yeah, that's actually the exact question I was going to ask. Do you incorporate errors or smudges? How do you think about building the technology behind the scenes to make it more real?David:Yeah, for sure. So, we actually built our own font engine for one, leveraging some best of class technologies underneath it all. But we do stuff like the left margin of the card is not straight. So, it's not like every letter of every line starts on the same exposition as the line above it. There's what we call jitter. It moves in or moves out very subtly, but a couple of points. A point is a 72nd of an inch for those that don't know, but yeah. So, we move those letters in and out, so that there's some variation there. We also do the same thing with interline or intraline, I always screw that up, but the spacing between lines.David:So, one line might be slightly closer to the line above it and slightly farther from the line below it than the next one and vice versa. So, there is some line spacing stuff going on there. Then, like I said, the letters themselves alter quite a bit. We've got at least four or five copies of every letter plus ligature combos. So, you might have three copies of an L, but then we also have three copies of two L's together. So, there's a lot of variation in going into our handwriting. We get this a lot. We don't curve the text. So, there is a little bit of maybe over precision on the text is fairly straight.David:Now, the page might be slightly rotated, so that the text runs up the page ever so slightly or down the page ever so slightly, but it's not like the text is going to be on a roller coaster and go up and then down and back again. It's relatively consistent. We are working on that, but it has not been a problem. It's still very much passes most people's internal Turing tests of what looks human versus what looks robotic. So, yeah, we don't want to overdo it. The line jittering and the left margin jittering is all very, very subtle. So, that it's not like creating some uncanny valley that looks totally bogus. You know what I mean? So, those are some of the things we do there. We work with a mattress company. In every mattress box, there's, "Thank you so much for buying our mattress."David:And then there was what I call a doodle. So, they made I think like eight of these little pieces of art. So, the words, "Thank you for your mattress," were not in one of our handwriting styles. It's a direct replica of somebody writing that. And then below that, the doodle is a direct replica of somebody drawing a doodle. So, it could be moon in the stars or there's one of somebody sleeping in a bed with a little thought cloud showing what they're dreaming of, a little cat.David:What was cool about that is with eight variations, if you buy two mattresses from them, one might have one little note from one guy in it and then the next mattress might have a note from somebody else in it. So, it looks really, really real. And then you post those to Twitter. It really shows up well there. So, that's what I recommend doing. If you're doing the same note over and over in volume, let's just mix it up a little bit. It doesn't cost you really anything more after you get going. You have some great variation.Stephanie:I saw you guys moved to having a subscription model, which a lot of guests who come on the show, they talk about thinking about doing that or some of them have recently. How did you guys know it was the right time to move into a subscription model?David:That's a great question. You're the first person to ask me that.Stephanie:Good.David:Yeah, so there's a number of reasons we did that. I will be bluntly honest, because I think it's of most value to everybody. Number one, I've self-funded Handwrytten to date for the last six years. I intend to continue doing that. However, we were just written up in the Inc 500. We had a good placement in the Inc 500. That created a lot of interest by investors. One thing investors are looking for is a recurring revenue model. While most of our clients recur every month, we have like solar panel installers that send thousands of messages a month. It's not structured as a recurring revenue model. It's just whatever you do, you pay for the next month, you don't do anything, you don't pay anything for it. So, we wanted to come up with a structure for a subscription model that would work.David:This is more the PR-friendly answer, but they're both totally true. On the flip side, we have customers that wanted to send a lot of notes a month but didn't want to do them all at once and didn't want to do a huge pre-pay buy. So, before this, there were two ways to get discounts. One was to do a huge pre-pay, where you say, "Okay, I'm going to send 10,000 notes for the next couple months, and I'll pay for that at a discount;" or go on our website and bulk upload a spreadsheet of 10,000 notes. For a lot of people, those two models don't work. What if I'm sending 10 cards a month, but they're spread out over the course of a month? I mean, I'm still sending 10 cards, can't they get a little bit of a discount on that?David:So, we tried to come up with a model that serves them. It's tough, because unlike an email provider or a CRM provider or anybody else, we have hard costs. Forget about the cardstock and the labor that goes into every card and all that, we have a 55¢ stamp on every card. That's expensive. You know what I mean? So, it took us years to think of a way that would make this work. What we decided was you prepay for credit. That credit, it goes on your account. So, you pre-pay 35 bucks, you get 35 bucks of credit on your account. But that credit also gets you a 15% discount on all orders for the month, so not just on the orders you spend the $35 on. After you exhaust that 35 bucks, you still get that discount moving forward for the rest of the month.David:So, that was the model that we came up with, because we wanted to provide value, we don't want to rip anybody off, but we needed a recurring revenue option. It is strictly an option. You can use our service for the rest of your life without ever using one of these subscription models.Stephanie:I think the one thing that came to mind was I've been listening to a lot of different interviews of SaaS founders, talking about how the subscription model, the future is not as much about getting into a long-term contract. It's more actually pulling back to where you only pay for what you use. It's not actually locking you into a contract anymore, because a lot of people are nervous about that or maybe prepaying. So, were there any surprises that maybe you guys have seen within the last week and a half as you implement this or pushback from customers or anything where you're like, "Oh, we weren't expecting that"? The consumer maybe thought this one thing, but actually, our plan was different. We adjusted it. Anything that you had to change after launching?David:Yeah, there's a few things. Nothing that was a got you and nothing we're really changing. It was more interesting. Okay, so we had somebody cancel their plan today. They signed up and then immediately canceled. So, if you sign up and you get the 15% off, that's 15% off the cards. That's not 15% off gift cards, which should go without saying, but maybe we have to add some language to the FAQ and all that, because I mean, that would be an arbitrage opportunity for somebody. You go on our website. You buy a Visa card for 15% off. You then take that Visa card and buy more Visa cards for... You know what I mean? So, that's just crazy town.Stephanie:It's good you didn't figure that out the hard way.David:No, no, this pre-pay for a while has always locked you out. I mean, when you pre-pay for something, you're pre-paying for the service, not for gift cards. It clearly does not work. I mean, it could be a huge issue. So, that was one. We had a woman that was very upset that she didn't get a discount on her gift cards, and we refunded her. We have a money back guarantee. So, if anybody uses our service and they don't like the service, they don't like the handwriting, they don't like the card quality. They don't like the subscription, whatever, we'll just give you your money back.David:I think more companies need to broadcast their money back guarantee, because even if they don't think they have one, they have one. On our website, we have our money back guarantee. Before that, if anybody called and complained, we still gave them their money back. We just didn't advertise that we had a money back guarantee. So, we gave the service without getting the benefit, if you know what I mean. Side point. So, point number one was people were shocked that you don't get a discount on gift cards creating an arbitrage.Stephanie:One person, but yes.David:Yeah. Point number two, I'm surprised that... So, we have a 10% plan, a 15% off Plan and a 20% off Plan. We might go 25%. But I'm actually surprised so many people subscribed for 10% off. I didn't realize 10% off would move the needle where people would be willing to subscribe. But if you're in that area where you send that many cards, why not subscribe? So, that's great. I'm glad people are using it. In fact, it's our most popular plan right now.David:So, that was two, and then three, which I expected. But my expectation was realized was people we have a cancel at any time type offer. So, we have a lot of people signing up for the 10% off plan, sending five cards, and then canceling the plan. That's fine. If they want to do that, I'm not going to stop people from doing it. It's more important to us to be transparent and create a plan that has no lock in and deal with the people that are just trying to take advantage of it. If they want to do that, fine.Stephanie:Yeah, I mean, it also seems like that you're still getting that sale and you'll probably be remembered in the future. They're like, "Oh, that was a good experience. Okay, I'm going to go back again.” So, maybe it's not as harmful as... Even though initially, you might be like, "Oh, that's annoying," but maybe the future customer that you wouldn't have otherwise had.David:Oh, yeah. No, I mean, it's totally fine. I've still sold them five cards or whatever it is. So, it's no big deal. It's funny how people will go out of their way to save 10%, 10% for me doesn't really move the needle but whatever.Stephanie:I know. Yeah, that's very interesting that, 10% moves people to act like that. I think the biggest thing that you are also saying is like the clarity in the subscription model, which I think is really important and that a lot of companies don't get right from the start, because they can make really confusing ones.Stephanie:So right now, it also seems like there could be... Well, twofold, either a big opportunity in direct mail or it's noisier than ever, because brands know that people are home and they're starting to do direct mail where maybe they weren't doing that a year ago. So, how are you thinking about direct mail right now and making sure that your notes are getting opened? Is there still an opportunity, or is that dried up with where we're at right now?David:So, I will say we are the largest handwriting provider in the world. Based on our volume, I will tell you there is room for improvement. We have very large brands using us, but it's still just a drop in the bucket of everybody that could use us. I think a lot of brands just don't even know it's an option.David:There's the BCG matrix, which is like the hardest thing to sell is a new product to a new customer. If you're an office supplier and you start selling your existing customer a different type of pen, well, they're an existing customer and they've already bought a pen from you. So, that's an easy sell. If you're selling a new customer a pen, people know about pens do an easy sell. But if you're selling Joe on the street that you've never met a handwriting service, it's very hard. So, there is a bunch of that. We're doing our best to raise awareness. That's been targeting quite frankly, a lot of Facebook advertising. We used to just go after Google and SEO, SEO, that type of stuff. But now, we're trying to drive awareness through Facebook and LinkedIn and all the rest.David:But yeah, I think there's a huge opportunity for brands to do this, because nobody is doing it or very few are doing it in a consistent, structured manner where some of our clients come to us and do a one-off campaign or one-off promotion, and then they'll say, "Oh, that was the greatest promotion we've ever done. We'll reconsider it again next year." You're thinking, "Why is it a promotion in the first place?" That should be an ongoing part of your CRM outreach strategy." Right now, we're developing a whole program just for automotive dealers to do just that, where you buy a car, you immediately receive a handwritten thank you. A couple weeks later, you receive a service offer, birthday card, happy holidays card, etc. It just repeats without the dealer even having to think about it. I think that model of moving it away from being a promotion to being a part of your CRM strategy is really what needs to happen.David:But a lot of other online brands actually have the advantage over traditional retail, because they have the home addresses of the clients where the retailers may or may not depending on if they're in the loyalty program. So, online brands have this huge benefit of creating a one-to-one personalization opportunity through handwritten notes that brick and mortars might not. So, there's that. And then also right now, it's at the disservice of large B2B brands, because they might have your work address, but then they don't have your home address. So, they're left out of the shuffle too. But even before this COVID crisis, we were seeing online brands take much better advantage of this than in-store.David:I can give you a perfect example here. We work with a very high-end perfumery that makes a very expensive cologne and very expensive perfume. Everybody that's buys this cologne and perfume from their website, they received a very beautiful handwritten note, thanking them for their purchase, etc. But if you walk into a department store, I walked in there with my wife and kids. We're walking through the mall, and we walked into this department store prior to COVID. I found the product and I was showing it to my wife. A store rep came over and said, "This is the product." I said, "Oh, yes, thank you. I'm just showing to my wife because we send out your handwritten notes." She said, "No, you don't, I have to send my own handwritten notes." I explained what I meant.David:She said, "As a store rep, we're supposed to send handwritten notes, but we're too busy talking to customers like you, finishing up a sale, cleaning up the merchandising of the department, doing whatever else is required. We never get around to it. So, even though we have the best intentions in place, because it's not automated for us, we don't get to it." We've been pushing this perfumery to offer the same service to their in-store experience, which would create a much better personal one-to-one experience than the online only.David:Where we've done a really good job of this or really the client that we have... It's all about the client. It's a high-end luxury leather goods company. They make handbags, purses, shoes, that type of thing. Every time you make any purchase whatsoever in one of their retail outlets, a handwritten note goes out from our service. But it's signed by the store clerk that you worked with or it has their name and their phone number at the bottom of the note. So, we automated what this perfumery didn't, basically. We tied it to the end. But short answer your question is I still think there's a huge opportunity here. Quite frankly, people are very lonely right now. Any handwritten mail I think will get savored and opened and really showing that-Stephanie:They need a good handwritten note.David:They really do.Stephanie:Now's the timeDavid:Yeah, people have the time for it. I think at an abstract level, so two things. One, maybe they might not believe it's actually handwritten if they start getting thousands of these a day or something, which will never happen. But they might say, "Oh, gee, this is not actually handwritten." But that doesn't stop people when they get their Christmas card from the president, depending on what election year it is. But if they get their Christmas card from the president, they probably realize the president didn't sit down and sign a Christmas card to them. But it almost doesn't matter. It's the thought that counts and there is that they went above and beyond just laser printing a note. They figured out a way to send me something that seems really personal.Stephanie:So, I wanted to circle back to what we were talking about earlier about investors and how you were self-funded for the last six years. I want to hear a little bit about why you're thinking about bringing on investors now and what that thought process is like.David:So, this really has more to do with David Wachs than Handwrytten. So, this is my second venture. My first company, that text messaging company, also was self-funded. I built that up and I was able to sell that off and do pretty well. That was a true startup. There were a lot of nights where it was just me in an empty room with a two-liter diet Mountain Dew sitting by my side as I program.Stephanie:Nice, healthy.David:Classic, stereotypical startup image, I lived that. But that company actually took off a lot faster than Handwrytten. This time, I decided, "Okay, well, I'm just going to invest my own money, I'm going to build it up." I never really considered venture until this year when we got on the Inc 500. The problem is or the problem I see is we're in a bit of a doughnut hole. Had we gone for venture early on, we would have been great, because then we would have had an idea and no track record. We would have built up this company.David:We would have taken up an S ton of cash, garbage truck cash. We would have invested all of this advertising and built it up really fast. But instead of doing that, I grew profitably and organically, I reinvested profits back into the company, so our growth trajectory is much slower. Because of that, now venture capitalists don't even really want to talk to us. Oh, you've only grown at this rate, not 50 times. I'm like, "Well, yeah, because I've grown smartly and profitably."Stephanie:That seems to be a focus, the tides are turning a bit. I mean, there was, for a long time, just grow as quick as you can, we'll give you a bunch of money. You don't even have to figure out the business model. Do you even have a business? If you want to pivot halfway through spending all the money, it's fine, but I am starting to see a shift now, where, yeah, they're looking for companies actually grow sustainably, at least some VC firms around here. So, I don't know if you experienced that yet.David:Honestly, I've been so busy. So, we entertained a few VC phone calls. They were very, very nice people and very, very big firms. They basically said, "Oh, well, you haven't grown enough this year." I said, "Well, COVID has been going on. So, there's that." Because not a lot of our clients were retailers, so we lost that business, etc. So, to answer your question, part of it was I've actually worked in VC. I've worked for two different VC firms, but I've never taken VC.David:I thought it would be good for me personally to go through that experience of receiving VC, having somebody else to report to from a funding perspective. And then potentially down the road, really working for a VC firm as a partner or something like that. I thought that would be my next transition, because this is company number two. I don't see myself going through this process again. So, that was the thought process of, "Well, if I take VC now, we could really blow this up, because I've got a well-oiled machine here that just needs money to scale, that needs to scale advertising."David:The technology is pretty much done, although we're doing some really innovative stuff in machine vision, machine learning, which I can talk about. The idea was, "I haven't done it before. Let me give this a go, if anybody's interested." I had a handful of conversations, they all went the same way. I'm short on time these days. So, I was just like, "Well, let me get back to the grindstone and maybe worry about that later."Stephanie:Got it. Cool. Yeah, thanks for answering that. I was wondering where you left off with that. All right. So, we only have 10 minutes left. So, I was going to shift over to the lightning round brought to you by our friends at Salesforce Commerce Cloud. This is where I'm going to ask you a question and you have a minute or less to answer. Are you ready, David?David:I will do my best.Stephanie:All right. That's all I ask for. What one thing will have the biggest impact on ecommerce in the next year?David:Personalization. Whether it's a handwritten note or an experience that's personalized when you visit a website or anything else, I think standing out through personalization, there's been study after study by companies like Segment that say that's a huge opportunity.Stephanie:Do you name your robots?David:No, we name our handwriting. The robots are numbered. So, it's 1 through whatever, 95 right now. We used to have an animated robot, and he still is on our website. If you buy a card, you'll see this little animated robot at the end. His name is Pinbot 2000, because when I was growing up, things that ended in 2000 sounded very futuristic even though [crosstalk 00:44:47].Stephanie:Yeah.David:His name is Pinbot 2000.Stephanie:I like it. What's your favorite handwriting?David:I like Tenacious Nick. If you visit our website, it's a very sweeping block print.Stephanie:[inaudible] check it out. What's up next on your reading list?David:It's funny. I've got a bunch of books here. This one is by the head of sales for HubSpot, Mark Roberge? I hope I'm pronouncing that right. It's called the Sales Acceleration Formula. It was recommended to me. So, I figured I'd read it tomorrow when I have to fly to Chicago.Stephanie:Very cool. What's up next on your Netflix queue?David:My brother actually is a bigwig at Netflix, but what I'm watching right now is on Amazon. It's The Boys. I'm trying to finish season two.Stephanie:Oh, is it good?David:Yeah. It's a dark superhero tale. The one I liked on Netflix... It was 40 minutes and was great. I think it's called Cubers. It's great. If you don't care about Rubik's Cubes at all, which I really don't, it was still wonderful. It's the story of two Rubik's Cube masters. One of them is autistic, and the other Rubik's Cube master, who is just a really nice guy in Australia. The friendship that evolves through these two Rubik's Cube masters. That's really good.Stephanie:That's interesting. If you were to have a podcast, what would the podcast be about and who would your first guest be?David:That is a great-Stephanie:It can't be about handwritten notes.David:No, no, I think it would be about one-to-one marketing though, which is very much in the same vein and probably a sucker answer that I'm giving you. But it would be how do you market to people on a personal level that doesn't come across as junk, because everything's looking like junk?Stephanie:Yup, I like that.David:That would be what it is, and I apologize in advance for that answer.Stephanie:No, I like that one. I mean, I think it's much needed now. Who would you bring on as a guest?David:Joe Polish, who's a marketing expert. He's quite good. Dean Jackson who he works with would be a good guest for that. There's probably somebody from Segment as they have a lot of data that backs it up. So, I'd want to talk with them.Stephanie:Cool. All right. And then the last one, since you've started a company before and you've sold it and started another one, what piece of advice would you give to a new entrepreneur who's starting up a new commerce company?David:Commerce or not, the one piece of advice that I give to everybody was told to me in person over dinner. So, this is a little bit of a humble brag by Conan O'Brien. So, when I was in college, I used to be in this group that would bring speakers to campus and we brought Conan O'Brien. So, the guys that organized got to sit down and do dinner with him. This is a long time ago. So, he was relatively starting out on having his own talk show back then.David:But the advice he gave us was, "Always get in over your head." That has stuck with me for 20 some odd years now, always get in over your head. I mean, people give you advice every day, but how much of it sticks for 20 years. The way I interpret that is if you don't get in over your head, you're never going to grow. You're just never going to pull yourself out of your comfort zone and really do something bigger than you thought you could do. So, I think about it all the time.Stephanie:I like it. Okay, Conan, coming in with some good wise words, pretty good. All right, David. Well, thanks so much for coming on the show. Where can people find out more about you and Handwrytten with a Y?David:Handwrytten with Y, so you can visit Handwrytten with a Y, H-A-N-D-W-R-Y-T-T-E-N.com. We have @handwrytten on Twitter, Handwrytten on Facebook. Personally, I'm @DavidB, as in boy, Wachs, W-A-C-H-S on Twitter. You can find me there, although I don't tweet very much. If anybody wants to try the service, there's two things I'd say. If you go to the business page, you can actually request a samples kit for free. That samples kit will have all sorts of different handwriting styles for you, including Tenacious Nick, my favorite, but they're all good.David:The other thing is if you sign up and you sign up with an email and password, you can enter a discount code. Enter discount code 'podcast', and you'll get $5 in credit that you can then use to send yourself a card or somebody else's card or send your first card, whatever. So, that's available for you too.Stephanie:Awesome. All right. Well, thanks so much, David. It's been fun. We will have to have you back in the future once you can see more about your subscription service and all that. So, thanks for coming on.David:Awesome. Thanks, Stephanie.

The Michael Shrieve Interview

The Jake Feinberg Show

Play Episode Listen Later Sep 28, 2020 58:57

San Francisco, back again my friend to the days of wine and roses -Cal Tjader, Bayete, Armando Peraza, Eddie Marshall Ron Stallings, and the rest of the Mill Valley Gang which included David "What are their names" Crosby. San Francisco was a beautiful artistic enclave before anybody knew it was great. It was an incubator of Latin Funk mixed with Psychedelic Rock and 1st generation blues players like a John Lee Hooker. Marin City was filled with the sounds of Wes Montgomery and Bola Sete. My guest hails from The Bay and is a blur of movement and magic. Lightning fast when he is in that trance. The one he found himself in again and again in his garage Woodshedding for hours. Being ready for the live moment in front of audiences at Andres or The Poppycock or Woodstock. Relentless pursuit for those who chant with Carmelo Garcia and Victor Pantoja and Hadley Caliman. My guest was the drummer for Carlos Santana during the most explosive growth of electronic music in our countries history. Sound expansion, playing seemingly simple patterns in complex polyrhythmic grooves exploring the thesaurus of scales the way Coltrane used to duke it out with Elvin Jones. Except it was my guest along with Doug Rauch and Michael Carabello with Tom Costner laying on the B-3. He has played on the world stage with the heaviest cats like Neil Schon, Sammy Hagar and Steve Winwood challenging gravity with flurries of patterns while still holding it down. He is the same master drumming discussion as Jack DeJohnette, Billy Cobham, Billy Kreutzmann, Lenny White Greg Errico and Gaylord Birch. When music came out of the community and was supported by the community. Now that community looks somewhat different as we have fully become automatic men in the age of digitization. On this journey I have used technology to find my heroes in music. Once accessed these cats provide lessons in leadership, love, life and lineage. My guest does it by helping people dance, maybe even the teacher in the classroom because you want to enjoy the musical ride. Looking to set the rhythm straight in 2015 Michael Shrieve welcome to the JFS. --- Support this podcast: https://anchor.fm/jake-feinberg/support

How would you measure time when in space?

Play Episode Listen Later Sep 21, 2020 3:40

This week we've been against the clock to get the answer to this question from David "What measurement of time would you use in travelling through space as a day, week, month or a year would become meaningless, and how would this affect the body clock?" Eva Higginbotham spoke to space sleep expert Cassie Hilditch, and also former NASA astronaut Steve Swanson, to find out the answer... Like this podcast? Please help us by supporting the Naked Scientists

space nasa measure david what naked scientists steve swanson eva higginbotham

The Foolish Man, the Wise Woman and the Messiah

Park City Gospel Church

Play Episode Listen Later Sep 13, 2020 36:32

Sermon Points: 1. The fool has a high view of himself and rejects the messiah. 2. The wise has a humble view of herself and embraces the messiah. 3. The fool perishes and the wise receives the reward of being united to the messiah. Discussion Questions: What were some of the actions that showed Nabal to be a fool? What aspects of Nabals foolishness led him to reject Davids offer? What are some of the actions which demonstrate Abigail is wise? In what ways does Abigail show herself to be an exemplary wife even with a foolish husband? What wise things did Abigail understand which led her to help David? What does Davids praise after Abigail stops him from sinning say about the way God leads and helps his people? What does Abigail desire to receive from David for her faithfulness to him? What does she receive? What are we worthy to receive from God? What do we receive when we have faith in Jesus? What particular actions of the fool Nabal strike you as helpful warnings? What particular actions of the wise Abigail strike you are helpful exhortations?

god jesus christ faith in jesus foolish davids nabal wise woman david what

The King and His People in Exile and Safely Home

Park City Gospel Church

Play Episode Listen Later Aug 30, 2020 54:36

Sermon Outline: The provisions for the king and his people The people of the king The dangers of belonging to the king The hope which belongs to the king and his people Family Discussion Questions: Why was David on the run? What was special about the food he received in the temple? What was special about the protection he received from the temple? Was there anything special about the people who entrusted their lives to David? What makes it particularly dangerous to belong to the Lord's messiah? What makes it worth it no matter the cost? How did David describe the way he felt at home in the temple even though he was currently on the run for his life? Since Christ Jesus is the fulfillment of David's reign, what does that say for you during the time of your exile? How about for when your earthly exile is complete?

lord exile safely david what

Tik-Tok and Other Profitable Opportunities at the Bleeding Edge

The Marketing Agency Leadership Podcast

Play Episode Listen Later Aug 13, 2020 29:28

David Azar is Founder and CEO of Outsmart Labs, a digital marketing agency focused on riding new trends and platforms to drive more traffic, more visibility, and more online conversions. His agency works with clients to build a 360 strategy to drive those conversions in sales, traffic, and newsletter signups. David says, “Digital marketing changes so fast that it's about whoever adapts faster and whoever finds the opportunities in the market.” The agency provides traditional digital marketing services -- Google strategies, Facebook, traditional social media strategies – but likes the advantage of being an “early adopter” of the newest trends. Where to be now, according to David? TikTok – the place where kids dance. Or not. In this interview, David describes the phenomenal growth of TikTok. The number of U.S. users grew from 27 million in July 2019 to 40 million in January 2020, and then to 65 million at the beginning of April, with 85 million users by mid-June. About 1 in 4 people in this country use TikTok, many of whom are “very involved,” to wit, 34% of TikTok users actively produce content. David explains that TikTok's paid ads platform can cost over $50,000 a month. On the self-serve side, the budget can start as low as $1. TikTok has specific rules about content, posting, and addressing the audience, along with a powerful editing app. Videos created for Instagram won't work on TikTok. David says now is the time for smaller brands to gain TikTok followers and community. The cost on TikTok is one-tenth that of Instagram. Big brand demand for influencers is low, so the spend on these initiators will produce a better ROI than an equivalent spend on TikTok ads. This cost is only going to go up, David warns. Today's users will only pay a fraction of what they will have to pay in a year to “get the same audience and the same followers.” The current TikTok algorithm promotes good content and makes it extremely easy to go viral. That, David says, will probably change. TikTok usually starts with a challenge. Someone responds to that challenge. The greater the number of people who respond, the better the chance that challenge will reach the “For You page “where everyone's going to see it and participate in that challenge.” Outsmart Labs partners with initiators who have up to a million followers to create concepts for its client brands. It then develops a first activation, one that will attract a lot of followers and eventually take the brand to the For You Page and “very large exposure.” Outsmart Lab clients have seen great ROIs on TikTok activation campaigns over the past year. Other areas of opportunity David discusses in this interview are local SEO and programmatic advertising. In regards to local SEO, David has found that close to 96% of retail establishments don't do anything to develop local SEO. Yet, many customers will look for a company offering a specific product or service in their community. Unfortunately, Covid-19 has impacted this “local market opportunity” for many businesses. But the situation also presents an opportunity for companies to rethink their websites and their business models. Programmatic advertising tracks customers from their cell phone locations and pushes strategic advertisements to these phones based on their location. Covid-19 presents an opportunity for companies to rethink their websites and their business models. David can be reached at his company's website at https://outsmartlabs.com/. Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast. I'm your host, Rob Kischuk, and I'm excited to be joined today by David Azar, Founder and CEO at Outsmart Labs based in Miami, Florida. Welcome to the podcast, David. DAVID: Hey, Rob. Thanks for having me. ROB: It's excellent to have you here. Why don't you tell us about Outsmart Labs? Many firms have a superpower, so what is yours? DAVID: That's a great question, great way to put it. I think our superpower is definitely our team. I think the team that we have together is what makes all of our campaigns very successful. At Outsmart Labs, we focus very highly on new trends and new platforms. First, to introduce what Outsmart Labs is, we help clients with having more traffic, more visibility, and more conversions online, and we really build a 360 strategy in order to drive those conversions, whether those are sales, whether that's traffic, newsletter signups. I think the team we have is a team that's very hungry. We are at the forefront of trends. We were actually one of Google's top agencies, rising agencies, which really allowed us to have access to a lot of data. We're not scared of trying new platforms. For example, right now, what we've been doing over the last year, which we've been seeing really great ROIs on, is TikTok. TikTok activation campaigns. I think what clients like is the mix of finding traditional marketing, whether it is Google strategies, Facebook, traditional social media strategies, and also inputting some newer platforms. At the end of the day, digital marketing changes so fast that it's about whoever adapts faster and whoever finds the opportunities in the market. I think our clients like that in us, understanding that some of the things might not work, some might work, but overall the strategy is going to be a very good strategy in order to scale. ROB: Excellent. It sounds like from your first introduction, you are very results-focused. How do you align a channel like TikTok – what do good results look like on that channel? Are you looking primarily at brand impressions, or is there a deeper level you can go to with a campaign there? DAVID: Great question. I think I mentioned what's really important now n digital marketing is not just doing one platform; it's really the 360 approach. Think of yourself whenever you're online and you're shopping for something. Most likely, if you see an ad for something you're interested in, you'll click it, but most likely you won't convert that first time. So over time, the more you're going to be seeing that ad, the more likely you'll say, “Okay, now I'll take the time to convert.” TikTok actually has a great opportunity at the moment. Even though it's been seeing humongous growth – and clients always tell me, whenever I offer them to go on TikTok and I go, “You guys should go on TikTok,” they tell me, “But I don't understand. TikTok is just kids that dance. I don't understand why that's my market.” This is when we tell them the growth of TikTok over the last year. They had 27 million users in July of last year, 40 million in January – and I'm talking in the U.S. – 65 million in the beginning of April, and on June 15th they had 85 million users. So, 85 million users means that now 1 person out of 4, almost, in the U.S. has a TikTok account, so pretty much anyone. It's all about finding the right way of – the way you're going to be marketing your product. It's not about just doing dance. It's about finding your core values and creating it in a creative way. At the moment, that we're at right now, it's a huge opportunity because the TikTok algorithm works a certain way where it's actually very “easy” to go viral on TikTok, and the algorithm really promotes good content. To answer your question of what a good ROI on TikTok looks like, it depends on what the client is. Depends on the number of activations they're going to be doing on TikTok. But I think that right now, what brands should really focus on is gaining followers and gaining a community on TikTok. As you know with Facebook, Instagram, and other different platforms, the organic reach goes lower and lower as time goes by and as more users are using the platform. We are at a time with TikTok where they haven't changed their algorithm yet, and so far, if you do a good video and you make it to the For You page, pretty much anyone with the right center of interest is going to see your video. The way we look at it is not only do we do organic content for clients, where we're going to be creating videos for the clients, but in order to have quicker results, it's about doing activations with influencers – what we call initiators for TikTok. I don't know how familiar you are with TikTok. I don't know if you wanted me to talk to you about how the trend works to get to the For You page. But usually you want to have a challenge, and then someone's going to do the challenge, and the more people do the challenge, the more likely your challenge will get to the For You page where everyone's going to see it and participate in that challenge. In order to ensure that the challenge is going to make it to the For You page where everyone is going to see your challenge and you're going to have a huge amount of exposure, we actually partner with large initiators and we come up with the concept of whatever the client wants. They tell me, for example, if it's a cosmetic company, “We want to promote our skincare line. We want to showcase it to as many people as possible.” So, we're going to come up with a creative concept. For example, there's a trend that works really well, which you've probably seen, which is people have all these cosmetic products and they act as if they're DJing, and the lights go on and off and you're pretending you're DJing with cosmetic products. Everyone was redoing it, and you can get a lot of followers and people exposed to your brand by doing that. So, we actually partner with initiators that have a million or up followers, and then we work with them in creating the concepts. We have a general idea, we work with them and say, “This is the hashtag challenge that we want to create.” They help us do it, and then they launch the activation with us. Because they have such a large following – and 34% of people on TikTok are active content creators, meaning people do actually want to create content on TikTok because it's kind of the whole goal of TikTok. So once those large initiators create this first activation, then as you see it, you want to participate, and little by little we ensure that brands go to the For You page and get a very large exposure. It's really a tenth of the price of Instagram. Budgets are significant for a small business, but for larger businesses, it's not that much – especially when you're looking at the reach you can have. A TikTok campaign right now, activation ranges between $10,000 and $20,000 for an activation, but you're going to be reaching around – depending on how well the campaign performs – 10 million to maybe 30 million views, people watching your content. This is incomparable to any other metrics. The reason I was saying – you were asking what the superpower of Outsmart Labs is; it's really seeing those opportunities in the moments they're there, because in 6 months from now, the algorithm is going to change. In 6 months, maybe 3 months, 4 months, we don't know when they're going to change it, but that opportunity, as great as TikTok is still going to be, it's probably not going to be as great as it is now. TikTok is going to have to change the algorithm, just like Facebook did before, just like Instagram did before, because they have to make sure the content they're showing is quality content. Because obviously, they make money by showcasing a large number of pages, and the more pages users watch, the more the platform makes money. So, they want to make sure people stay on the platform. That algorithm is for sure going to change. There hasn't been an announcement by TikTok; it's just knowing how digital works. But I think right now is really the time where brands need to go on TikTok. Also, a lot of large brands at the moment – we have a variety of clients, some very large international groups, and every time we pitch TikTok to them – it's changing now in the last month, but originally for the last year, it's always been, “We really like TikTok. We see what's going on on TikTok, but on a global level, we haven't decided how we feel about TikTok.” This is where I think a lot of smaller brands have such a big opportunity, because at the moment, TikTok isn't really crowded by the biggest brands. Except if you're the NBA or brands that are more talking to a Gen Z audience, which already got onto the trend. The other bigger ones haven't. So, if you're a smaller brand, it's really the time for you to take it upon yourself to go on the campaign. I actually have another example of showing how important it is to get on the platform early. We have this client – I can't name it, but it's a large high-end fashion brand. Family business. Not one of the largest ones you can think of, but fairly known in the world of fashion. I was talking to them, pitching them TikTok, and the person in charge of marketing is about 32 years old. I was telling him why he should get on TikTok now, before everyone gets on it, and he told me, “You're right, David. I definitely see that because as a brand, I was lucky that I was in the U.S. when Instagram launched, and I told our founder to create an Instagram account for our brand, and within one year we gained 500,000 followers.” In the last 10 years, they only gained 75,000 followers because the algorithm changed. At the beginning of Instagram, it was much easier to push your organic content. Same thing with TikTok. Whoever's going to be able to take advantage of TikTok now, they're going to pay a fraction of the cost they'll pay in a year to get the same audience and the same followers. I don't want to make the whole talk about TikTok and bore you with just TikTok, but it's definitely a fascinating platform. Digital is so fascinating anyway. Every month or two or three, there's something different where there are opportunities to be seen. It's just about finding a way to adapt your brand values and your message to that audience. ROB: Definitely. Even though it's been very focused on TikTok for a moment, I think it underpins even the name of the brand, Outsmart Labs. It seems like we're in this moment of this TikTok channel that you mentioned. Instagram's been through it, Facebook's been through it. Even Google, from a search engine optimization perspective, has been through it. I think two things were true. One is that the algorithm was at a point where there were true legitimate tips and tricks that work and help you rank that you can actually know and, to an extent, master or be very good at. The other one – I'm not entirely sure, but I think you may have implied – essentially, this is a really good organic marketing channel, whereas – I don't even know; are you doing paid on TikTok? Or is the opportunity on the organic side so immense that it's worth going deeper there? DAVID: It really depends what kind of brand you are. The TikTok paid ads platform is fairly expensive. Usually it's over $50,000 a month in spend, so it's not accessible to everyone. They opened the self-serve on TikTok, which you can start at $1 or whatever budget you want to put in, so we do use that as well. The thing is, usually clients want to have fast results. Because influencers right now are not as in demand by all the big brands and haven't had those large contracts, at the moment, spending $1,000 on TikTok ads versus $1,000 on getting more initiators, I think at the moment it's better to go with the initiators. But I think in 3 months it's going to be something different, and most likely you're going to see a big rise – and that's also why I'm sure the algorithm is going to change, because they can't let that happen because that's how they monetize and make a dollar on an initiator doing something on TikTok. So, it's a mix of both, but when you talk organic, you definitely should. Especially if you're a brand that's a little popular where you have a market that knows you. People are just looking for people on TikTok. I think the DJ Khaled example is a great example with what he did with Snapchat. I don't know if he was still very popular at the time – I don't know if you know what happened. He got lost on his jet ski in Miami and started saying, “I'm lost in Miami” on Snapchat when Snapchat just started. Everyone picked up on it and helped him to find his way. Then over the course of the year, he became the most popular person on Snapchat and now has the success and popularity that we know he has. So, it's about taking it at the moment and finding the right video. The organic does work really well, and people are looking for those brands. If you look at a lot of the brands that don't create any content at the moment, but they're a little famous, they have followers already on their account even though no one's really posting anything. So, I think doing some organic content is definitely great just because the algorithm works so well. If you do a good video – the thing is, you have to spend time in creating videos specifically for TikTok. Whatever you share on Instagram is just not going to make it to TikTok. TikTok has its rules, has its way of posting, its way of addressing the audience. The editing app is quite incredible in TikTok. So, you need to utilize all of that to make it work. It's a mix of everything. In order to have quick results, definitely activation with influencers is number one because you definitely see a switch right away. But obviously if you're going to be investing in the platform, you definitely want to think of also organic content and what you're going to be producing. A great tip I give clients that are scared and saying, “I don't know what I'm going to be posting if I do organic content” – first of all, that's what we do, so usually we take care of it. But other than that, the whole concept of TikTok is they suggest challenges and trends that they want people to do. Sometimes when you're a big brand or you're a little famous, if you just find a creative way to participate in a challenge, it gives you a chance of going viral. There's not that much creativity that goes into it because you know the trend and the kind of video that you need to create. ROB: Wow. It's very clear you are, as best I can tell, completely up-to-date on the now. Let's rewind a little bit, though, to the very beginning. What is the origin story of Outsmart Labs? What got you started in this business? DAVID: Actually, it started very early. I was 16 years old. Before even Outsmart Labs, just digital marketing and my love for digital marketing and the possibilities that it offers. When I was 16 years old, I was put on a project. We created the first professional sports team affiliate marketing website. It was for the team – I'm French; I'm from Paris, so it was the team of Paris. We had sponsors like Nike, a kayak company of France, large car companies. We went to the sponsors, they wanted more exposure, and we told them, “Why don't you give us discounts, and whenever a fan goes through our website and goes through to your page from our website, they'll get discounts from Nike, or on kayaks.” During that whole project, I was in love with how, as long as you think it, you can reproduce it. Then I fell in love with digital marketing, went to school at University of Miami, got very lucky that it was the beginning of Facebook and Twitter, so I got to see that grow. I started an event company when I was in school. All of our promotion was done through Facebook, and we had about 800 students come to our events every time, so I saw the power that Facebook had. Basically, a free tool was giving me the strength that a paid tool would give me. I always thought that was super interesting. If you think smartly, you technically don't necessarily need to spend a lot to get a lot. Doesn't mean you don't spend a lot of time, but in terms of actual dollars spent, it doesn't have to be that much. Then as time grew, I worked for a large firm called Amadeus, which is the reservation system of every plane ticket that you book. They didn't have a social media presence at the time or Facebook, so I did it for them. It was a fascinating project. I was like, “You know what? I'm doing this for all those different clients; why don't I just create my own agency and take it from there? I know there's a lot of people that don't know how even Facebook works or are new to the trends, so why don't I help them?” We started Outsmart Labs 9 years ago now, and it's been growing ever since. We have clients in a lot of different industries. What I really love – I personally love innovation. I personally love thinking big picture, thinking how to beat the system in ways like you were mentioning before, the secrets that are not really told, but that you guess from Google, but also applying the rules and putting it all together and making it work. So that's what we've been doing. We've been working with clients in hospitality, in travel, in luxury, even in mental health. I really love thinking about a lot of different industries. A lot of clients ask us, “But you've never worked in that industry. Is that a problem? I'd rather have an expert in whatever space,” and I tell them all the time, honestly, if someone is knowledgeable about digital marketing, there are so many tools out there that allow you to analyze all the competitors, analyze what they're buying, what they're doing, what kind of ads, what wording they're using, so it's almost not even that important. It's even almost better to use an agency that maybe doesn't have as much experience in the specific industry because in order to get to that level, they're going to have to do so much more research. Because it's changing so fast, that research is going to pay off into a smarter strategy than whoever did it a year from today. That's basically how Outsmart started and the logic and what I love personally about digital marketing, and I think everyone on the team is similar to that. ROB: That's really excellent. If you look out a little bit even beyond now – TikTok rose, it's working; there's probably some other platforms you've worked on – Instagram, there's probably some stuff you can do even on Facebook. But what are the next potential frontiers that you see coming? Are there maybe two or three new opportunities you see emerging that maybe it's just experimental budget for your clients now, or maybe it's already humming for a very select subset of them, but we might be thinking a little bit more about in 6-12 months? DAVID: One opportunity that I see that's a really big opportunity – unfortunately, because of the current situation of COVID and physical retail not being as open as it was prior, it might not be as big of an opportunity as it should be, but in a world where there's no COVID or in places where it's less affected by COVID and stores are open, local SEO is something that I see overperforming. It's something that not a lot of people put a lot of effort in. If you want a little definition of what local SEO is, it's how you get your retail business, your physical business, to show up on Google whenever someone makes a search query under which your business should show up. It's showing the closer local retails, whether retail or hospitals or mental health institutions or insurance companies or cosmetic stores or whatever that is. Local SEO is not necessarily very difficult to do in terms of what needs to be done; it's just very time-consuming. Because Google and all of those platforms create data, people tend to assume that because they're finding their business on Google or when they google their name, automatically they're registered within all the local directories within Google, within Facebook, within all of those platforms, which is actually not true. It's just a crawler doing it. So, actually spending a bit of time on local SEO – and about 96% of retail don't do anything on local SEO. I'm talking even the largest brands that we work with. Some of them tell me, “Everyone knows my brand. There's no point in me working on local SEO.” Sometimes if someone types in “cosmetic store near me,” you want that store to show up first versus a competitor. So, I think that's definitely a trend that I've been seeing. It's not necessarily a trend that's just now. It's been two years where no one's getting on that, and I really think it's working really well. Another thing that I would say – real-time bidding, programmatic advertising, definitely something we see also. Very efficient. Being able to target people based on their location, historical location or actual location, allows you to target and trigger a message very customized to each audience. Not necessarily something very new, and not necessarily something everyone's doing. It's also a little more expensive to do, so that's why maybe a lot of smaller businesses don't do it. But doing it smartly and using the tool for another purpose – which we do a lot for some of the clients that can't afford those budgets – you can really leverage programmatic advertising to your benefit to create a new audience, to track foot traffic in a location, to drive more foot traffic, to drive brand awareness. All of those are great things with programmatic. In terms of other opportunities, I think just being active in general. But that's not really an opportunity; that's just a truth. Those are the three that we're working on the most. Influencer marketing with TikTok mostly. We do YouTube, we do Instagram, but where we see the biggest growth is TikTok in that sense. ROB: For someone who's never dabbled in programmatic or real-time bidding or hasn't done so in a while, how has that ad inventory changed – the ad units, where they get displayed, how they're bought? I think it may not be what people used to think it was in terms of where the ads actually show up. Have they caught up to Facebook a good bit in terms of targeting? DAVID: What's interesting about programmatic is, first of all, not a lot of people know that this even exists. I think if more people knew how it worked, I don't think people would accept to share their location on their apps as often. Just to explain quickly how programmatic works, every time you download an app and you agree to share your location with the app, your device ID goes onto a stock market that anyone can buy. Along with that device ID, it gives your browser data saying you're using Chrome, Safari, your phone is in English, French, Spanish, and you were at this exact location. On average, someone shares their location between 25 to 40 times a day. With programmatic advertising, the great thing is we have a really great understanding of who every person is because it's not just what you search, it's not what you pretend to be on social media; it's actually who you are by where you live, what time you leave for work, what time you get to work, what time you leave from work, what type of restaurants you go to, do you run, do you not run, do you bike, do you not bike, and all those different things. Then how it works and where it's displayed – think of yourself whenever you play Candy Crush, whenever you read the New York Times or whenever you read CNN. There are ads on those platforms. Those ads are ad placements that can be bought by anyone and it can input your ad into that. This is how programmatic works. The beauty of programmatic from an advertiser standpoint is that as long as you can think it, you can do it. You can initially drive traffic – so you could have two competitors. Let's pick an example at random and say McDonald's and Burger King. That's actually a campaign we ran with one other restaurant. What we could do is geolocate every single Burger King, if you're McDonald's, for example, and say everyone that's waiting in line at a Burger King, I want to send an ad that says “Claim this $1 menu at McDonald's.” You see that ad on your phone, you can click “Add to your wallet.” It looks like the exact same thing as a plane ticket when you add it to your wallet, and then automatically it's claimed. Then you can trigger that alert once it's on the phone any way you want. You can say I want to look at the 10 closest McDonald's to this Burger King where the person redeemed this coupon, and any time the person comes within 100 feet of my McDonald's, I want a notification on his phone saying “Don't forget to claim your $1 menu at McDonald's.” Or you can say, people tend to go eat at 12:00; at 11:30, I want to send a notification to all those phones saying “Hey, don't forget to come eat your McDonald's.” And you can go back 90 days, so technically you can geofence every single one of your competitors' stores, go back 90 days, take all of the global data from all of those stores, and target those customers. The possibilities are endless with programmatic. ROB: There's absolutely a lot going on there. David, as we wrap up this conversation, what are some other things that we should know about either the journey of Outsmart Labs or what's next for you and the firm? DAVID: Two things we're excited about. The first thing is digital marketing has always been huge. Obviously, a lot of brands spend a lot of money on digital marketing. No one's really questioning the efficiency of digital marketing anymore. But still, for brands that are not ecommerce only, digital marketing came second to the retail business or their traditional marketing, and I think this whole situation of coronavirus has repurposed or made people reconsider the positioning of digital within their mix of marketing assets. A lot of companies have noticed that once they got all their stores closed, all they had left was their website. A lot of companies haven't even thought about where their in-store POS was not synced with the website POS, so all of a sudden they were left with nothing. So I think this whole coronavirus has gotten brands to rethink how to consider their digital strategies and understanding they should be relying a lot more on it because the chances of this going down is lower and people are shopping more online. To me, whenever I pitch a client, there's a lot of indication in terms of saying why it's necessary for them. I think the last 3-4 months in that way, we skipped through that. Now they know, “It's necessary, we need it; how do we do it?” I look very much forward to this because of the positioning of Outsmart. We tend to also pitch things that are not so traditional. As much as we do traditional, we always try to test things. You always need to pick your clients because not every client is willing to test things – and it makes sense; it's their money, and they want to maybe spend money just where they know the return on investment they're going to get. So that's what I'm really excited for. I think we're going to talk to a lot more clients. A lot more clients are going to be willing to be even more out of the box in terms of what they're going to try to do to differentiate themselves and basically have more real estate online. ROB: David Azar of Outsmart Labs, thank you so much for joining us today. I think you've given us a clinic on a bunch of very targeted and effective tactics in marketing. Congratulations to you and the firm on everything. DAVID: Thank you so much for having me. It was a pleasure to talk for the 30 minutes. ROB: All right, David. Be well. DAVID: Thank you. You too. Bye. ROB: Bye. Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.

202: Ask David. Are depression and anxiety really states of self-hypnosis? Should we forgive Hitler and Stalin?

Feeling Good Podcast | TEAM-CBT - The New Mood Therapy

Play Episode Listen Later Aug 3, 2020 41:11

Today, Rhonda and David discuss seven great questions submitted by podcast fans like you! Are depression and anxiety states of self-hypnosis? How do you deal with somatic symptoms in TEAM? Should we forgive Hitler and Stalin? What if a patient feels stuck and unable to identify emotions? Do you still really believe that depression and anxiety, regardless how severe, can be treated even without the use of prescription drugs? Do you have to work on your negative thoughts the moment they appear? What role, from your years of practice, does spirituality have in the psychotherapy? Are depression and anxiety states of self-hypnosis? Hi David, I have two questions after listening to Corona Cast 7: “My Struggle with Covid-19! Is it REALLY True that only Our Thoughts Can Upset Us?” I was struck by thinking of anxiety as the result of hypnotizing ourselves into believing our fears. Can depression by thought of in a similar way, except that we hypnotize ourselves into believing our distorted thoughts about ourselves? How do you deal with somatic symptoms in TEAM? Can you do an episode about how to deal with unpleasant somatic situations, as Michael was experiencing during the recording, that suggest there might be some psychological distress but don't seem to have thoughts associated with them? Thanks! Hi Derek, Another great couple of questions, thanks! Will add these to the next Ask David podcast, but the short story is yes, for sure—both depression and anxiety can be thought of as states of self-hypnosis, or trances, because you believe the messages you give yourself, (eg your negative thoughts) that are not true. I think one could add other positive and negative emotions to the list as well, including anger--believing the other person really IS wrong, bad, inferior, and so forth--as well as mania and narcissism, telling yourself that you really ARE a superior person, etc. This is a hugely important topic, and "emotional reasoning" fuels these trances: I FEEL worthless / inferior, so I must BE worthless / inferior, and so forth. With regard to your second question, you might want to listen to yesterday’s live session with Sarah, (Podcast 193, https://feelinggood.com/category/dr-davids-blogs/feeling-good-podcast/) since it focuses on intense somatic sensations generated by emotions, and you can actually hear the exact moment of recovery, when the physical sensations disappeared. David Should we forgive Hitler and Stalin? Hi Dr. Burns, Do you honestly think what Hitler and Stalin did should be forgiven? Albert Ellis said one should. I disagree! Tom Hi Tom, I only help people with problems they are asking for help with. I am not an evangelist or moral authority! David What if a patient feels stuck and unable to identify emotions? A new comment on the post "Uncovering Self-Defeating Beliefs (SDBs)--For Therapists (and Interested Patients) Only!"/ Hi Dr. Burns, Awesome blog post! Your accessible and kind demeanor shine through clearly. What if a client feels stuck and unable to identify emotions? Holly Do you still really believe that depression and anxiety, regardless how severe can be treated even without the use of prescription drugs? Hi Doctor Burns, My name is Jasmine, and I just started going back to therapy about a year ago. I have really improved, and both my mom AND my therapist recommended you HIGHLY. I’m a millennial and I’m just happy you are still alive! I also wanted to ask, do you still really believe even today that depression and anxiety, regardless how severe can treated even without the use of prescription drugs? I am asking because I just bought about three of your books and want to make sure that your confidence in these theories has not wavered. Sometimes I feel like a lost cause because this is the first time in my life that I am truly dealing with and facing my own problems instead of turning the other cheek. Also, how are you doing, sir? Jasmine Hi Jasmine, Doing great, thanks! The new techniques have added even more power to cognitive therapy. Check out my free Feeling Good Podcasts, free depression class, and more on my website, www.feelinggood.com. All the best, David PS My latest book, Feeling Great, can be pre-ordered on Amazon and will be released in Sept. Check our the link below. Do you have to work on your negative thoughts the moment they appear? Hello David, My name is Shivam, I wanted to ask you a question regarding the double column technique for disputing your thoughts. Do we have to work on that moment(upsetting) immediately as it happens or we can work on it later when we get free time? How often should we do it? Its very effective but consumes a lot of time as I keep writing on and on. Any suggestions? I really appreciate that you reply me back. Thanks for everything. love Shivam. What role, from your years of practice, does spirituality have in the psychotherapy? From: Jerry Souta Subject: spirituality in psychotherapy David: Your seminar today (Psychotherapy Leading Voices) was awesome! What role, from your years of practice, does spirituality have in the psychotherapy? Is there a correlation between spirituality and between feeling good/feeling great? Thank you for time taken in response to my in questions! Blessings! Jerry Souta, Jr. (MSW/LCSW/MDIV) Thanks, Jerry. I will answer this on an Ask David, we will be recording it soon. Your question will be featured on a Feeling Good podcast. The short answer is yes. Deep and rapid change nearly always involves a spiritual dimension, for example, one of the four “Great Deaths” of the self. There’s a whole section on this in my new book, Feeling Great.

Fiscal stimulus – David Riley

european union congress fed david what david riley fiscal stimulus

Play Episode Listen Later Jul 24, 2020 13:50

David Riley joins us on the BlueBay Insights podcast to talk about fiscal stimulus, the Fed, and yield curve control.We asked David:What’s your view on the agreement by EU leaders on a new European Recovery fund?Is the package big enough to support the recovery in the EU economy? You mentioned US fiscal stimulus. Congress is debating another budget package. What is the latest and what do you expect?The Fed meets next week. What are you expecting?What is yield curve control?

Key themes for the second half of the year – David Riley

Play Episode Listen Later Jun 19, 2020 12:54

David Riley joins us on the BlueBay Insights podcast to share his thoughts on the latest macroeconomic data and key themes for the second half of 2020.We asked David:What can investors take from the latest round of macroeconomic data?As we are in the middle of June, what do you think are the key themes for investors in the second half of the year?You mentioned Brexit and as you forecasted, the Bank of England announced an increase in its bond buying. What is the outlook for UK assets in your view?

uk england bank brexit second half david what david riley key themes

The dash for trash – David Riley

trash fed david what david riley

Play Episode Listen Later Jun 12, 2020 10:37

David Riley joins us on the BlueBay Insights podcast to share his thoughts on the current market outlook and latest moves by the Fed to provide liquidity.We asked David:What did we learn from the latest meeting of the Fed’s monetary policy committee?What do you think are the downside risks to the economic and market outlook?Last week we talked a little about recent market developments. What has caught your attention?

Jonathan Warns David

Sermons – Calvary Community Church

Play Episode Listen Later Jun 7, 2020

Answers Bible Curriculum 2nd Edition Unit 8 Lesson 78 This week in Sunday school, we look at how God provided for David as jealous Saul turned against David. How did God use Michal and Jonathan—Saul’s own children—to protect David? What was the nature of Jonathan and David’s love for one another? And what can we… The post Jonathan Warns David appeared first on Calvary Community Church.

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S2/EP 10: Fred Light from Nashua Video Tours

Play Episode Listen Later Jun 3, 2020 55:33

Fred owns and operates Nashua Video Tours, a real estate video and photography company. David: ”Tell us about your company.” Fred has been doing this for 15 years, starting with putting video online. Because the internet didn't support video very well, realtors didn't have computers, or didn't know what the internet was—it didn’t work out too well. When he was just about to quit, the real estate market tanked and people needed ways to sell properties. At that point, flash became the de facto way of delivering video but there were three or four different types of platforms and none of them were compatible with each other. When broadband came into play and the internet became predominant, Fred realized he could do it. Fred had started doing realtor websites. He jokes, “I've never wanted to be in this world, I just fell into it and I haven't been able to climb out yet.” He says back then, you’d buy a template so websites all looked exactly the same—nothing stood out. What became popular were 360-degree tours that were not well put together; that was when Fred thought that a video walk-through of the house made sense because then you could see the layout and the flow. “I just had this bright idea that it would be a way to do something different—but nobody was doing it because they couldn't. I really got started out of frustration trying to differentiate these people.” David: “Let’s start from when the internet was working, you could put video on the internet, and you had a drone. How did using a drone change things for you— if it did?” Fred says he’d been in the video real estate video space by himself for years but as more people got into it, he needed to differentiate himself again. Back then, you could fly drone for commercial purposes with no licensing, and everything was still very fuzzy. For Fred, the real estate market has been an odd place to be. Some realtors think they can get their nephew to buy a drone and let him take pictures, or they don't see that you need to have a license. We know there’s a difference between having a drone and pushing a button to take a picture or video—and being a photographer with a drone. “If you don't know how to use your camera, you're not a photographer, you don't have the right eye or the right equipment and you don't know how to do it, so it's not going to look very good. The drone is the least important part of the equation.” Fred says it’s nice to show how a property sits on a big piece of land, but flying around, looking at the roof and gutters, then left and right and up and down for three minutes isn’t all it’s about. A simple top down picture of the roof of a ranch with an ugly front yard and an ugly backyard with dead grass is horrible; it’s more of a detriment than a help. If you're trying to promote a real property, you don't want to show the crap in the neighbor's yard or graffiti on the driveway or bad shingles. Fred advises that you should be truthful, but also show people the highlights. They'll realize that the roof needs replacing or that there's a highway back there, but you don't want to promote that right up front. When Fred shoots a house he does the video, interior, exterior stills, floor plans, all of it—he has about five different cameras for different things, including a camera he can stick out of the top of his car to show the neighborhood—and, of courses, he has a drone. He doesn’t use all of those for every property but chooses what he thinks makes sense. Driving through the neighborhood, for example, his goal is to show whether it’s an older or newer neighborhood, if houses are setback from the street or are right on the street with the trees. His goal is to present the property in the best light. “I treat the drone as just another tool. When I get to a property, I either choose to use it or I don't. It's my choice. I don't want someone saying I need to.” Also, Fred sees a lot of video from new drone pilots that’s too high because the pilot is thinking about max altitude when it’s more important to think about what they’re looking at. Sometimes, Fred doesn’t even know what he’s looking at. David: “The thing people struggle a lot with is wanting to get into this—whether it's real estate marketing, promo videos or photography—but don't really have good methods or know how to get a first client. What advice would you give someone? How would you go about starting fresh?” Fred teamed up with a friend who is a realtor and did all of his first stuff for free. He was able to practice, but also able to get stuff out there for other people to see. “What I did then, I still do now. I make it very easy for someone to find me. It's not a secret. I put my name, phone number, and website at the end of every video. I've done a lot of these and I've never had anybody tell me to take my name off. The biggest thing is if nobody knows how to find you, how are they going to know how to find you?” Fred says the real estate business is a lot of repeat business. He doesn’t even want new business because his regular customers keep him really busy. He says clients want to use you for everything—for every listing. The smart realtors understand you have to spend money to make money but they’re busy too; they don't want to call a photographer, then a videographer, then a drone guy, then a floor plan guy. They call Fred and he goes to house, spends 2-3 hours at the property and does all of it. David: What do you typically charge for a job when you do everything—photos, some video, and some drone. What does your full package include? What's a typical price you would charge for that?” For under 4,000 ft2 and just video, he charges $300-$400. For a full package with drone, floor plans, etc, Fred charges $800. He says that realtors want to pay $300-$500 but if you're spending the same amount of time, it’s not worth it to not make enough money. Fred sees people either charging too much and complaining because they're only shooting one house a month or charging too little that are going to burn out. When someone calls him, Fred tells them to look at his YouTube channel, plug in their house to any video, and that's what theirs will look like. It all doesn't take very long, and you don’t have people wanting to change stuff because expectations are set at the beginning. He does charge $100 if someone wants to change anything. “What I give my clients is very fast turnaround at a fair price. What people don't understand about realtors is they care that you're accessible and affordable (which doesn't mean cheap) and that you turn it around fast and are dependable. That's all that matters.” Fred says that the most valuable part of the video is getting the listing. It's not about selling the house, the house will sell by itself. It's about getting the listing. If you're a listing agent, you're competing with two or three other brokers. The reality is if you're out there at a listing presentation with a seller and you're offering video and the other two aren't, then you have an advantage. Not many use video. Sellers want it...buyers love it. He says it’s funny cause you think if everybody wanted it, more people would do it. But because it's so difficult to do, a lot of people stay away from it because they can't figure out how to price it. It’s really all about workflow—shooting as best you can to get what you need, shooting it so your editing time is minimal, and having the right equipment so you can process it quickly and get it out the door. David: “I've heard from other people that are also really successful that they focused on knowing one thing and how to repeat it easily. They can set a reasonable price and then scale it. It's easy for them to knock out projects because they know exactly what to do. Would you agree with that?” What Fred is seeing now with new people getting into the real estate video space is they think it's boring. They’re neglecting to create video for the intended viewer—a potential buyer or a seller who's going to be using that for their house. According to Fred, people want to see the layout and flow of the house. “I'm a creative person who would love to do something different, but at the end of the day, this is what they want and this is why they keep buying what I’m selling. My videos are all 3-7 minutes long and people are commenting on different things that they're seeing so you know they're watching the whole thing.” David: “What’s your main piece of parting wisdom to someone new to the drone space?” Fred says you've got to sell something people want, not what YOU want. You have to put your feelings aside. Give your customer what they want, and they’ll be willing to pay you for it. He says you really have to understand the intended demographic that you're shooting for. If you're filming a $2 million house, you don’t make it look like a music video. That's not what people want to see or hear. Real estate video is boring to everyone except the person that's wanting to buy the house. That's the reality. People have this false idea that it has to be a minute and a half or nobody's going to watch the video, so they try to take this great big house and shorten it to fit it in 1:30’. That's not gonna work. Connect with Fred: Website: Nashua Video Tours Facebook: @nashuavideotours YouTube: @nashuavideotours 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

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The market implications of easing lockdown – David Riley

Play Episode Listen Later May 14, 2020 12:57

David Riley joins us on the BlueBay Insights podcast to share his thoughts on the market implications of relaxing lockdowns.We asked David:What is your current thinking on easing of restrictions and the resulting market consequences?A feature of credit markets, especially in investment grade, is a surge in bond supply. Why and what are the implications?You mentioned that central banks will have to keep interest rates at very low levels because of the extra debt created by the crisis. DO you think the Fed will follow the ECB and Bank of Japan by taking overnight rates into negative territory?The big news event last week was the German Constitutional Court ruling against some aspects of the ECB’s asset purchase programmes. Is this a significant development?

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S2/EP 6: Leo Adams from SkyeLink Aerial Photography

Play Episode Listen Later May 5, 2020 38:19

Leo Adams is CEO/Co-Founder of SkyeLink, a professional drone service company with a drone marketplace and pilot network. David: “Tell us what kind of services SkyeLink provides for drone services and on the pilot network side?” The main services SkyeLink offers are aerial inspections, aerial mapping and aerial photography. They work in construction, solar, real estate, production and typography. Their pilot network allows them to scale and offer flexibility to clients nationwide. Their drone marketplace allows clients to connect with pilots, post jobs, and receive bids from within the pilot network. The network also streamlines the process of getting pilots deployed by offering compliance documentation, Part 107 certification, insurance certificates and drone registration. David: “Did it start off with the pilot network idea from the beginning? Were you offering services and then expanded more and more?” Leo bought his first Mavic drone in 2016, taking images and doing aerial photography, as a side hustle while still in a full-time corporate job. When he went to flying full time, the company began to do more aerial photography, as well as video production, real estate work and inspections. Leo believes that starting in roof inspections is the easiest route, especially with a Mavic or Phantom 4. From there, he began doing more infrastructure, energy solar inspections and mapping work. Working with pilots across the country opened the door to working with bigger clients. The goal was always to have a nationwide business. When he found his partner/CTO, who heads technical operations and software development, they spent all of 2018 bringing in clients and taking the business to the next level. “It’s been a slow but steady process. Every year I learn something new, I evolve a little bit and grow into a new area. It's been exciting journey since 2016.” David: “With the kind of pilot network you're building, are you still finding clients, then finding the pilots for those jobs? Are you at a point where you're getting referrals and have repeat clients or are you making an active effort to go out and pitch people?” SkyeLink is continuing to develop new business, create new opportunities for their pilots and close contracts. Existing clients come back to them for work. They’re always communicating with new prospects and trying to close new contracts that can bring more work to their pilots. Obviously, they want to win as much business as possible and keep their pilots as busy as they can. David: “While you were transitioning out of corporate work to a full-time drone business—which I feel like is like the dream for a lot of people—what was it like when you were first starting out and managing full time work AND side work?” In college Leo had run a couple of businesses so he knew that he eventually wanted to be a full-time entrepreneur. When he moved to Charlotte, Leo says, “I wanted to create something that would allow me freedom to do my own thing. I had that intention right from the start and worked at it. I took action on that goal by doing things that put me in a position to make the leap away from my full-time job. I might've done it a little too soon, but it gave me the energy and drive to make it work!” Leo spent a lot of time capturing B roll for videographers that didn't know about using drones yet. He tried to meet and collaborate with as many people as possible, always looking for how to bring them value. He made videos for small businesses, using his drone as a tool on many projects. He found that realtors, agents and brokers had low cost expectations and there were a lot of people looking to get into drones who were willing to offer low introductory discounts. As a result, it became apparent to him that the market was saturated. He knew he couldn't hang around there forever if I was going to make it work in the long term, so he began pursuing work in other sectors. David: “What did you do next? What kind of work did you look for in what kind of timeframe?” Leo did real estate videography and video production for the better part of a year still working at his full-time old job. It was when he started progressing out of it and joined some pilot networks that he started to have the idea to create a unique type of pilot network that would work with their pilots on what's fair for them while keeping it competitive for the client and having their margin. “I wanted to have a conscious capitalist mindset. There was a different way to do it that seemed better to me and I had to find a way to position myself differently.” When Leo was first getting started, he emailed potential leads, which, he says, was not the most sustainable. He found out that when he was able to have a face-to-face conversation with a potential client, they were much more willing to work with him—as opposed to drone pilots who were bombarding them via email or cold calling. Leo says, “Know who your ideal client is, then find out where they live, what they do, where they go, etc. Networking events, conferences, and industry meetups are great places to build relationships with potential prospects—whether they have a job or not.” People he’s met at these events have connected him with past colleagues or they have active projects in their pipeline. David: “What ways have you found to be able to get in front of customers?” Leo suggests, when reaching out to these companies, to ask yourself how you can provide value. Can you go out there and do a demo or sample inspection and show them what deliverables you can produce for them? That might be enough to push them over the edge and to feel your services are worthwhile. “Add a Demo Day/ Lunch & Learn to your marketing mix to talk to potential clients about what you offer. For example, bring lunch to an engineering firm’s project managers and talk about typography, mapping projects you've created, elevation models, terrain models or contour maps.” David: “How would you direct people just starting their business to get moving generating some income—at least on the side?” Leo says you just have to get out and fly, just passing the Part 107 exam doesn't make you a good pilot. He insists people should go to a park and try different shots—trucking shots, an orbit shot or a reveal shot—these are typical shots that drone pilots are using in real estate videography or production work. From there, go out and meet people and reach out to your existing network. Once you start doing work, make sure you're saving some of the deliverables and footage that you take. “Down the road, your portfolio will be your biggest sales tool to drive new business.” David: “How did you make the transition from video production to being able to talk intelligently and sell engineers?” It was about working with and partnering with smarter people than himself, asking for help from people that had experience with those services. He solicited working with them, even sometimes having them attend new business meetings to jointly sell and so he could learn from them. “If you approach it in the right way, this is a very collaborative industry. You're able to work with other pilots and, hopefully, create mutually beneficial relationships.” David: “So when you set up partnerships with these pilots, how did you sell that without seeming like you were creating more competition for them? How did you get them to agree to let you learn from them?” Leo says he had to show his true intention of working with them to bring more business to their business too. He tried to connect with people that he knew would be willing to help and had something that he could offer them. David: “So what's next for you? Is your future plan to continue to build out SkyeLink with more pilots and more projects?” Leo says it absolutely is. He and his partner agree that 2018 was building year--not much going on in terms of business. 2019 was setting the stage to create a sustainable business. 2020 is growth mode; it’s the kind of year to create new partnerships with pilots and new clients. “It’s been a journey—not an easy one. Have patience, take it one step at a time and go through the ups and downs. There’s going to be a learning curve, but you just have to push through that. You gotta play the long game, I guess.” Connect with Leo: Website: www.skyelink.org Facebook: @skylinkuav Instagram: @skylinkuav LinkedIn: https://www.linkedin.com/company/skye-link/ 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

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Central Bank domination – David Riley

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Play Episode Listen Later May 1, 2020 11:42

David Riley joins us on the BlueBay Insights podcast to recap news from the central banks.We asked David:What are the key takeaways from recent Central Bank meetings?Should investors be worried by inflation?Are rising government debt levels a cause for concern?

From recession to recovery – David Riley

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Play Episode Listen Later Apr 23, 2020 11:18

David Riley joins us on the BlueBay Insights podcast to discuss his new paper on the path to recovery as well as share his thoughts on oil prices and EU fiscal unity.We asked David:What happened to the price of oil this week and what is the impact?What were some of the takeaways from your new note on the path to recovery?Could the EU unravel without a more united fiscal stance?

The importance of country and credit selection – David Riley

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Play Episode Listen Later Apr 17, 2020 11:13

David Riley joins us on the BlueBay Insights podcast to explain the significance of the recent Fed measures.We asked David: What is the significance of the Fed measures?Will the rally in risk assets continue? What do you think the path of the economic recovery will be? What is the outlook for emerging markets?

S2/EP 3: Dustin Hunt from Full Scope Inspections

Play Episode Listen Later Apr 14, 2020 44:17

Dustin’s company is Full Scope Inspections, a home inspection company in Citrus, FL specializing in roofs made of metal, tile, slate (or anything that shouldn’t be walked on or is too steep or elevated.) David: “When did you first start getting into drones and when did you fly your first drone?” Dustin was using drone before starting his drone business. He noticed people weren’t using drones for inspections and his residential construction background told him there could be a big market—it just all made sense. Dustin says that when paying for a home inspection, the roof is a key component—but you don’t have to walk on it. With a drone, Dustin found he could see deficiencies another inspector wouldn’t because they're not getting a full view. Dustin’s clients call him because they know it’s important that their roof be inspected closely. Dustin says the drone is a differentiator, but he doesn’t charge more for it. By using it when necessary, he can take pictures around things that may typically be blocking a view. He also uses the drone also to sell his services through his report. David: “For the homes that you do use a drone for, what’s the approximate revenue the drone has brought you—in busy and slow months?” For a typical home inspection, Dustin may charge $300-$400, but it depends on the square footage. He does 4-8 inspections/week. Dustin also does some imaging for realtors, charging $75 to shoot 10-12 photos. He also does a lot of promotion through that group. For example, he raffled 10 to 12 drone shots—a $75 value as a gift basket entry at a tailgate party he had for realtors. Nice pictures potentially make or break a deal, Dustin says, and good camera shots sell property. According to Dustin, “I'm building a business that's going to be here long-term and the first couple of years are definitely crucial. I'm getting really good feedback, some really good reviews. It’s pretty exciting.” David: “Talk us through when you first started your inspection business, and no one knew who you were. How did you start building the business?” Dustin had a vision that was different than most... he says he could see everything before he ever put it into place. “In this business, the only way it would fail was if I let it. There are enough opportunities and so many different outlets that if you put yourself in the right places, then the only person that's gonna allow you to fail is yourself.” He looked up a local home inspector whose online setup was blah and then he built everything around the image of what he lacked. Through reviews requests from customers, and a small amount of Google Ads, he is driven to the top of a Google search. He also uses a software called HomeGage to send tips once he finishes a report. Three days later, HomeGage sends an auto-generated email asking them to leave a review. Two months later, another email is auto-generated asking for referrals. David: “Did your first customer come through networking or did someone stumble across your stuff? How did you get that first client?” Dustin’s hit the ground running. His first client came from Google. From there, he started meeting with different realtors and the Realtors Association. He also joined a networking group which has helped him tremendously. “It all boils down to you building relationships with realtors. Get your name out there. If you can be on a realtor's top three list, it will pay off.” Dustin was building all of this while working and studying for the test. He knew how many jobs he should expect to do, how many he needed to do survive each week/month. He said, “If I commit to it and set my mind to it, this is what's going to happen. A lot of people have one little setback or somebody tells them No, and they say, ‘Maybe I shouldn't do this’. Second-guessing yourself is common. That's what you do. If I didn't pass the exam, I was going to take it again. I wrote it down and I could see it all the way through.” David: “What's your favorite part of having your own business/working for yourself? What's your favorite part and what's the part you like the least?” Dustin’s favorite part is having time for his kids and their sports—he likes the flexibility and freedom. Dustin says he has a hard time letting go, he can’t let someone do things so that he can focus on the business. Because customers tell him the reason they booked an inspection was because they felt comfortable with his knowledge, he has a hard time turning that over to somebody else...it's a strain. However, Dustin says, “I’m not going to grow if I'm doing the same things I did last year.” David: “For someone who's starting out from scratch and wants to build a drone business, what's one of the most important lessons you've learned? What’s your advice? Dustin says having a vision and a plan of how to pursue that vision. “We live in the land of the free, the United States, and you can do whatever you want to do right here. You just have to put your mind to it, go out to the right places and meet the right people and, and just know that you're not going to accept no for an answer.” Website :www. Fullscopeinspecdtions.com FB: fullscopeinspections Connect with Dustin: Website: www.fullscopeinspections.com Facebook www.facebook.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 TuneIn

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#7 WHEELS FOR HEROES

OFF BIKE

Play Episode Listen Later Apr 9, 2020 20:04

This is a special edition of OFF BIKE, in the words of David:What is Wheels For Heroes? I’ll try and explain from my perspective… Bicycles have always represented fun to me. When I was a kid they gave me the freedom I needed. As I got older that freedom led to adventure, and as I got stronger the bicycle introduced me to speed, eventually it led me to racing. I’ve spent the majority of my life racing. I stopped in 2014. In 2015 I went to a big lunch in London and I met Will Butler-Adams, the CEO of Brompton, he asked me, “You’re the Tour de France racer, right?” He told me he worked at Brompton, and I said, “You’re the folding bike guys, right?” He had an idea: there were all these MAMILS out there whom looked down upon Brompton, because it was… well, it’s wasn’t a road bike, and it folded. I was one of those people - it wasn’t until Will convinced me to borrow a Brompton for a few days that I got it. It was the first bicycle that was more than fun, it served a purpose, it’s designed to be utilitarian, to improve your life, to make things simpler, to make things better. So back to Wheels For Heroes. Brompton wants to help our key workers, the people whom have such an important purpose right now, they’re going to supply bikes to help them get to their jobs, and they’re going to make a loss doing it, this isn’t a marketing exercise because I know Brompton so well, they’re an engineering company first, and if they do something it’s to solve a problem. Please donate, or at least consider how you can help our key workers."SUPPORT HERE

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S2/EP 2: Sinuhe Montoya from DroneQuote

Play Episode Listen Later Apr 7, 2020 40:05

Sinuhe is Founder of DroneQuote a company that specializes in helping roofing and solar companies better understand what’s happening on a roof through drone survey imagery. Sinuhe started working installing solar panels on new roofs for residential and commercial purposes. He had to get on roofs to take measurements and conduct surveys and was afraid of heights. In thinking there had to be a better way, he bought a small drone with a camera and started seeing potential and benefits such as being able to: Take far more accurate measurements and SELL better Get a better understanding of what was happening on the roof AND save time Pay more attention to details because fear of falling didn’t prevent him from noticing details Stay SAFER! “My first $100 drone was very rudimentary; it taught me how to fly a drone and allowed me to open my mind to the concept of utilizing a drone. There was an opportunity and I learned from it.” When Sinuhe learned he could transmit an image to a receiver, he needed something more sophisticated, so, in February 2014, he sold his motorcycle to buy a real TBS (Team Black Sheep) drone for $3,400. That first drone lasted until the day he crashed into a pine tree, falling 30 feet to the ground and smashing it into smithereens. Lesson learned for anyone just starting to get into drones...don't overestimate your confidence because you will pay through the nose!” David: So, at that point, you're working for a solar installer and using the drone to make your life easier in your current job, right? Yes. The drone, Sinuhe says, enabled him to generate more sales, which made him more sales commission by using it—it paid for itself—but his company wasn’t paying for him to have it. “I realized that I had something on my hands that nobody was using for that purpose. I was also speaking with well-to-do clientele. When I entered a house whose living room was the size of my entire house, I shifted from trying to sell solar to learning what that person did to be successful.” Almost everyone said they became successful by starting a business. The seed was planted and Sinuhe started saving money to start a business. It took him two years to get his ducks in a row and leave his company to set out on his own. David: “Smart. When did you shift from working for the solar company to starting your own business? What was your plan? How did you get your first paying client?” Sinuhe started his business in 2017. For him, it’s not until you open your doors for business that you find out what’s going to work. You Droners.io was his original model. He said, “I'm going to build a website that's going to help people find drone pilots, yet I kept getting calls from people in the solar industry asking me to inspect a roof. So I shifted my focus to inspecting roofs wholeheartedly—and that was really where we started making money. “So you figure out what's working, what's not, where your opportunity is, and then shift your focus that way. With this model, I was getting paid right away for the service.” David: “How did you build that up to where people knew who you were? Did you have a lot of contacts from your days selling solar? I know you’re brave with cold-calling—for people out there who may not be as comfortable cold calling, can you walk us through a mock cold call? How do you get past the first minute of awkwardness where the other person is trying to figure out what you want?” Sinuhe makes it a point to be active on social media where he found solar companies and large roof installers. He cold called... and cold called... and cold called—which turned into opportunities. Sinuhe says,” “A lot of people see cold-calling as intimidating, but It's in your head. It’s the person's job to answer the phone and it’s only awkward if you make it so. You avoid that by doing research on who you're going to call before you call them. If you get the right information, you have a WARM call.” SInuhe mentions his most important cold-call points: Ask if they have a moment for you to offer to help them with something. Mention something you saw on LinkedIn. Reference a person and use their language, so they know you understand their company and pain points. You’ll earn their interest based on your ability to understand some of their pain points. With the person who answered the phone, make it sound as though you've already talked to the person you’re trying to reach in the past. When you get to the person you want, mention a topic they posted and offer the opportunity to help with something specific; in this way, you’re not talking about something they haven't thought about or planned for. Use open ended questions, such as “What is something that troubles you? What challenges do you face on steep roofs?. LET THEM TALK! In due time, offer a solution, such as, “I can survey your roof in a much quicker manner and more than likely at a lower cost to your company.” Even if you don’t understand the industry. If you’ve done your research, you can learn—it’s all research-based. Be willing to learn. You’re going to hear “No, I don't need your services. Thank you.” Look forward to the NOs. Count how many NOs it takes to get to YES! With every no, you're one step closer to your YES! Ask if there's anybody they know that would benefit from your services. You may get some leads. It's worth asking because the worst they can say is no. David: “What did people pay you for a typical job at the beginning and what product were you delivering? What does it take on your end to do a residential home? What data are you capturing and what do you need to process?” Sinuhe was usually charging about one $50 to $200 per flight for roof inspections, depending on the size. Now, for a large commercial building, it can be $500. For a residential home, they do a drone survey gathering details on air conditioning, service panels, water and gas lines, proximity of trees, etc. He’s using the drone to create an orthomosaic map image of the property with accurate measurements. David: “How many jobs are you getting from solar companies? For larger scale, you can hire other pilots, but if you were going to fly all those by yourself, what's the average you're charging per job?” It depends on time of year. Solar slows down at the end of the year but during the summer months, they do 50-75 jobs a month. For an average sized house, he charges $150 and if he plots his route efficiently beforehand, he can be very efficient and do 5-6 jobs a day. David: “What other customers do you have for this type of service besides solar companies? Do you use a promo video of your guys working?” According to Sinuhe, roofing companies are a tough nut to crack because they want boots on the ground. They are more receptive because they can see the value. They're getting hired by roofing and solar companies who’ve already sold the job and want to get the roof survey completed so they can move on to permitting or plans. David: “Moving forward, where do you see the biggest opportunity for people who want to use their drones for roof inspections? What tactics do you think people should be looking into in the future?” Sinuhe sees big opportunity in the solar space because it will has shown strong growth in the last 5-7 years and will continue to grow. He believes if they continue to bring down the acquisition cost to the customer, decrease the survey and installation costs, they will continue to be an attractive asset.” Connect with Sinuhe Email: smontoya@dronequote.net Website: dronequote.net Instagram: www.instagram.com Facebook www.facebook.com LinkedIn: www.linkedin.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 TuneIn

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The end of the sell off? – David Riley

selloff david what david riley

Play Episode Listen Later Apr 3, 2020 14:44

David Riley joins us on the BlueBay Insights podcast to discuss the latest economic data and highlights key takeaways from his research on investment grade credit published earlier this week. We asked David: What are the early signs on the economic data on the depth of the global recession?When will economies get back to work? You have just published some research on investment grade credit. What are the key takeaways? Are we at the end of the sell off?

Not Exactly Retired – David Jarmul

The Retirement Wisdom Podcast

Play Episode Listen Later Apr 1, 2020 24:21

Volunteering plays a big role in many retirements across many types of volunteer organizations. Today’s guest, David Jarmul, shares his experiences volunteering abroad with his wife with the Peace Corps in his sixties. David’s new book, Not Exactly Retired, tells the inspiring story of a couple who steered off the main highway of the American Dream to reinvent themselves. They left their home to wander around the United States and Nepal and then serve as Peace Corps volunteers in Moldova, in Eastern Europe. Not Exactly Retired is a book for anyone seeking inspiration about how they, too, might pursue adventure, serve others, and embrace the next phase of their lives. This book is a shining example of why volunteering is important – and why it can be a unique way of reinvention in early retirement. We discuss with David: What it was like to walk away from a great job and career to pursue adventure and service. What his sendoff was like at Duke University. His side trip across the US and a return visit to Nepal before his new Peace Corps mission. What it was like to be in the Peace Corps in Moldova in his sixties. What he learned about himself. How the experience affected his relationship with his wife Champa. What the re-entry to the US was like. What’s next for him. How individuals and non-profit organizations can be more strategic about volunteer opportunities. How he’d advise someone looking for a way to be more creative, serve others and pursue a higher purpose. Why drifting in retirement is important to avoid. David joins me from North Carolina. ____________________________ Bio David Jarmul is a writer and world traveler whose blog has been read in more than 100 countries. He was the head of news and communications at Duke University for many years and held senior communications positions at the Howard Hughes Medical Institute and the National Academy of Sciences. An honors graduate of Brown University and past president of the D.C. Science Writers Association, he has also worked as an editor for an international development organization, a writer for the Voice of America, and a reporter for a business newspaper. His previous books are Headline News, Science Views and Plain Talk: Clear Communication for International Development. David has traveled throughout the world and in all 50 U.S. states. He served as a Peace Corps Volunteer in Nepal, where he met his wife, Champa, and with her in Moldova, Eastern Europe. They live in Durham, N.C. Source: https://notexactlyretiredbook.com/ ___________________________ Wise Quotes On Identity and Retirement “I began to redefine my identity. It took me months to change my LinkedIn profile and to let go and stop thinking of myself as the former this or the former that, and to embrace my new role as a Peace Corps volunteer – and also as a blogger. So, that was good. More broadly, I felt like being a Peace Corps volunteer really helped me to be flexible to this. Can I step into a place where the resources are much less than we have in America? In many ways, it’s a simpler life. And to realize that what really matters in life is, is not necessarily what we obsess about here in America.” On Volunteering Abroad in His Sixties “I was serving in my sixties this time, which many people listening to this might think, ‘Wow, that must be pretty tough.’ But actually I thought it was easier to be a volunteer in my sixties than it was in my twenties. Particularly since I was serving with my wife. I wasn’t lonely. I always had my best friend there. And with the people who ran the community where we were – the mayor and the head of the school and the library and so forth – they were the same age as us. And so we became friends. So we would trade photos of our grandkids and we could talk to each other as peers. And it was a very different kind of relationship. And we really enjoyed it. ”

S2/EP 1: Andrew Hicks from SkyPix Aerial Photography

Everything Trying to Kill You.

Play Episode Listen Later Mar 31, 2020 40:00

Introduction to Andrew: Although Andrew started flying drones 5 years ago, about a year ago, he decided to build a business to make some extra money. Andrew says, “Aerial photography isn’t so big in winter so I didn’t start to get business the summer. But this winter, I’ve lined up clients through spring of next year.” By the way, Andrew is a senior in high school. Andrew bought his first drone for $50 when he was 13. He then got a Parrot Bebop2 which he loved but wasn’t pleased with the pictures. He later bought, and still uses, a Maverick2 Pro.” David agreed “Cheaper drones can get you interested and lead to more. My first drone was a Syma X5C so when someone wants my advice on their first drone, I say, ‘Get a Syma X5Cs on Amazon for $40. They're super light and when you need to land, you just cut the power and it flows to the ground’.” David: “What was it that sparked you to say, ‘I need to make some money doing this’? Did you target realtors when you started? Tell us about your original business plan starting out.” When Andrew could get his Part 107 license at 16, he got a nicer drone for taking pictures and videos. He thought, “Why not get a license, work and bring in some extra money to travel and save for college?” Andrew agreed to take pictures for a golf course in return for them putting it on their social media and tagging him. The job was unpaid, but got him clients and followers—basically, they advertised for him. Last summer, the most impactful thing he did was message a drone company in Chicago to ask for advice about getting clients. They told him to find a local real estate photographer and offer aerial photography to them. So that’s what he did. David: “Are you just doing photography or are you doing video too? Do you charge separately for videos? Do you also edit?” Andrew says he takes as many pictures or videos as he can in 30-45’ to give clients a lot to choose from. If he has to fly from one spot to another, that’s a video. He does some editing but outsources most of it to a company in Vietnam for a very affordable price. For pictures with some videos and no editing he charges $100, slightly more for editing and/or any location farther than 30’ from home. David: “Regarding your approach to the golf course, did you say, ‘I'm going to get my name out there’, and then Googled ‘golf courses in my area’ and contacted them? How did you specifically start to make that happen?” While flying one day, Andrew took pictures of a golf course across the road from his school which he posted to IG and tagged. When they responded that they loved his pictures through Instagram, he requested a contact. He sent them an EM saying, “I'm starting this company, I'm insured and licensed. Can I come to your golf course and take pictures for your social media?” They agreed, so Andrew took and edited pictures and sent them over (They still post his pictures). Since then, Andrew’s process has become simple...he finds contact information online and reaches out. At this point, though, he has a whole portfolio so he’s not offering his services for free. David: “Tell us more about the paying clients that you got from free work. Were they members of the golf course or people from the neighborhood who saw it on social media and reached out?” Andrew got two clients from the first golf course who were from the neighborhood. At first, they followed the golf course on IG. Then, they followed Andrew, reaching out to him later through there. They wanted pictures of the golf course for their home; he charged them $125 for 4x2 & 5x7 pictures. With printing costing $30, he made $95 from each job. David: “So after getting paying clients from the golf course, how did you expand into real estate? Did you try and fail and then reach out to that company in Chicago or is that the first thing you did? Walk us through when you started shifting to real estate.” Andrew replied, “The first real estate job I had was in July before I reached out to that company in Chicago. I brought business cards to my school’s career day, and went up to a broker from a large commercial real estate firm who spoke and said, ‘I just started doing aerial photography for real estate. Here's my card.’ He said thank you—nothing more. In July he reached out to ask me to do a 500-acre farm. I was so excited because I thought they would give me more work if I did good.” The work took four hours and he charged $585: $400 for the time, $185 for editing and a 5-minute video (at that point, he had no idea what to charge so he made it up). Now, Andrew gets one $200-$500 real estate job per month. During busy months, Andrew averages 5-10 jobs a week, which is $2000 to $4,000 a month. During slow months, he often has 2 jobs a week, making $1,200 a month. David: “How much detail do you add to videos...Music? Narration? Overlay text?” He uses Litchi to map out his flight 10 minutes beforehand and then creates automated flight video going around the property for 40 minutes, taking video clips and pictures of the house. For video, he starts off with a title/address and puts it to music. David: “What other ways have you found effective to get clients? I know you also reached out to a real estate photographer. Talk about that a little bit.” Essentially, Andrew Googled “real estate photographer, Frederick, MD,” and found one company to email, saying “I do aerial photography, and I would love to be the person you hire.” When he sent his portfolio, they’d said other people had charged a lot more than him and their work wasn’t as good, so he was hired! Later when Andrew posted/tagged pics of big hotel chains, when they said “This is amazing. We love this”, he said it was a big confidence booster. David: “For your company, did you set up the SkyPix name as an LLC with a bank account or is that just kind of a name you chose to?” Since he’s under 18, the name is a trade name. When 18, he’ll create an LLC. Andrew keeps track of all payments, using Square for invoices and a Google spreadsheet to keep track of everything he spends. David: “Where do you see things headed? Will you stay in real estate, or with golf courses, or try to expand into other things? Will you build a team? What does the future look like for you?” Andrew wants to start a drone pilot network, like drone ERs. He’ll be working with a development team to develop the platform and do his marketing. He’s moving to Orlando, so right now he’s training somebody in Maryland to keep doing work there (right now, this person is studying to get their Part 107 license with Drone Launch Academy). Once he moves to Orlando, Andrew will reach out to real estate agents. He’d eventually like to get into mapping and infrared, but doesn't have the money saved up right now to put towards something like an Inspire 2 with a special camera.” Connect with Martin Instagram: www.instagram.com Website: www.skypixap.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 Video A to Z Course (20% off) Other Places to Listen iTunes Stitcher Google Play Spotify TuneIn

55: The Golem: Hype on Syphilis

Play Episode Listen Later Dec 19, 2019 65:16

Welcome to Everything Trying to Kill You, the comedy podcast that talks about horror movies! On episode 55 about Doron Paz and Yoaz Paz’s film The Golem, your hosts Mary Kay McBrayer, Rachel Estridge, and Mary Beyer answer important questions like these:What movie did Mary Kay THINK this was when she started watching this? What’s the clearest not-cheating-but-obviously-cheating behavior (like Benjamin, Hannah’s husband eating dinner at that thirsty hoe’s house) that you have personally experienced? What elements worked? What went wrong? Horribly, horribly wrong? Did you like the flaming Star of David? What were some of the other epic images? What is a “golem” in Jewish, folkloric tradition? Why is it that when monsters are children, they’re especially horrifying? Why, in the tradition, does the golem change when it’s created by a woman? Why do the golems of the Rabbi and Hannah LOOK so different? What happens when societal expectations don’t align with Benjamin’s own morality? Did you like Benjamin? Was he a good husband? Why does this setting have to be Lithuania in the 17th century? What’s going on with the presence of the plague? Were you as interested in the bully’s obsession with his daughter’s health as we were? Who, here, is playing God? What unexpected shape would your golem take?The Golem (2018)– Written and directed by Doron Paz and Yoav Paz. Written by Ariel Coen. Performances by Hani Furstenberg, Ishai Golan, Kirill Cernyakov.Genre: Horror, Thriller, Drama, Suspense, Murder, Judaism, Folklore Where to watch: NetflixSummary: During an outbreak of a deadly plague, a mystical woman must save her tight-knit Jewish community from foreign invaders, but the entity she conjures to protect them is a far greater evil. Links: Pre-order Mary Kay’s book on Apple Books, Indiebound, Amazon, or from her person via email.Review of Servant on Killer Horror Critic (by Mary Kay, your host, who says that this show portrays the mourning of a lost child in a much more convincing, empathetic way.)Listen to This Podcast Will Kill You

Cybersecurity in eDiscovery: Protecting Your Data from Preservation through Production

Law and Candor

Play Episode Listen Later Dec 4, 2019 19:01

In the fourth episode of season two, co-hosts Bill Mariano and Rob Hellewell begin with Sightings of Radical Brilliance and the recent trend of folks moving away from email and towards text and chat tools. They dive into the diverse challenges and risks associated with this shift.Next, Bill and Rob introduce their guest speaker, David Kessler,Head of Data and Information Risk, United States, at Norton Rose Fulbright US LLP, to discuss cybersecurity challenges across the various stages of the EDRM. In this episode they ask the following key questions to David:What does a high-level overview of data security look like today?Who does this affect?Where are vulnerabilities within the EDRM?What are some key solutions for overcoming top challenges?In the end, our co-hosts wrap up with a few key takeaways. Follow us on Twitter and discover more about our speakers and the show here.Related LinksBlog Post: Illuminations Panel – Cybersecurity and Reporting Tips to RememberBlog Post: How to Minimize Your Sensitive Data Footprint Prior to eDiscoveryAbout Law & CandorLaw & Candor is a podcast wholly devoted to pursuing the legal technology revolution. Co-hosts Bill Mariano and Rob Hellewell explore the impacts and possibilities that new technology is creating by streamlining workflows for ediscovery, compliance, and information governance. To learn more about the show and our speakers, click here.

united states head data production protecting cybersecurity compliance preservation ediscovery david what information governance edrm radical brilliance information risk

Lilian Mameti

Friends of Kijabe

Play Episode Listen Later Oct 11, 2019 20:22

David - What is your name and what do you do at KijabeLilian - I’m Lilian and I’m an Ob-Gyn in Kijabe, for the last four years, but been here a lot longer.David - When did you start?Lilian - 2007, internship for two months, elective term, 2009 internship for one year. I left for 8 months and came back in October 2010. Then residency, and I came back fully in 2015.David - Who is your husband and when did you meet?Lilian - He’s George (Otieno) – we met in undergraduate in our third year of medicine and surgery. When we came to Kijabe from the first time we were already dating.David - Lilian is head of Ob-Gyn at Kijabe, here you say obs/gyn, is that right? George was head of internal medicine, but now he’s promoted right? He’s inpatient subdivision head. Both do so much for the hospital, they’re amazing.What we’ve been talking about lately, and working on, are some of your needs for the OB department. Some we’ve gotten sorted and some are in process. Two years ago, we were having a big problem with the delivery room. And now that’s done.Lilian – Thank God. Now we can walk in and smile and not be embarrassed. That used to be my nightmare. For example, patients come, they don’t know where the delivery room is, and they walk into this ugly room. That used to be a very big problem for me, it was nothing for a woman delivering her first child. I’m happy.David – And now it’s really nice.Lilian – Thank you for spearheading that process for renovation.David – It’s night and day different. I think there is a process we are going through, not just in Kijabe, but in Kenya, where the bare minimum is not acceptable anymore.Lilian – No it’s not. We have to give the best to our women. . .and to any patient who walks into any hospital. I think we have gotten used to the poverty mentality to the point that we are not willing to go the extra mile to make things better, as opposed to just living today.David – We were just talking with a doctor who wanted to come visit a clinic doing more open surgeries than laparoscopy. Which is reality for a lot of places. But here in Kijabe, I feel like we have the option to do things with excellence. That’s why you’re here!Lilian – That’s why we are here. To make a difference, and to live our purpose too, which is to do everything with excellence.David – What we’ve been talking about is how as Friends of Kijabe, we can help with the Obs/gyn department – what is feasible to do, and in some ways, what is the Christian thing to do.Why don’t you tell me about the patients or populations/demographics that have been the most stressful, and that we agree these might be able to most easily address their needs?Lilian – Among the patient populations we’ve been concerned or have special interest about have been cancer patients who come and need urgent care, yet they’re not able to pay for the services offered. These are patients who are coming and don’t have National Insurance Cover. National cover requires three months to mature, even if someone was to apply as soon as the diagnosis is made, but that is too long to wait.David – Because with cancer, usually they’ve waited too long anyway right?Lilian – Yeah, so by the time they are coming, we need to make radical decisions at that point. As much as it may be a small population, we feel like the care they deserve should be accorded to them, regardless of their financial status. That’s why we feel they need support.David – So for gynecology-oncology patients, do they require surgery and chemotherapy or sometimes just surgery?Lilian – It depends on the type of cancer and the stage or the spread. Early cervical cancer patients might require only surgery and that is it, unless they have evidence of spread, like in the lymph nodes in which case they need chemo-radiation. In case of radiation-therapy they have to be referred out of Kijabe.David – Chemo, you can usually do here now?Lilian – Ovarian cancer, most of those cases will go through surgery, then eventually will require chemotherapy after, which can be given to them in Kijabe.Some cases are strict referrals, for example, advanced cases, which are not operable. We will refer for the combined chemotherapy/radiation therapy. The few we are able to handle here require chemotherapy and surgery.David – This is becoming a big issue in Kenya, it’s all over the news.Lilian – It’s all over the news. I think, partly because of improved diagnostics. There is more advocacy for screening and early detection. There are over 3,000 deaths from cervical cancer every year.Our joy has been able to sort patients at an affordable cost compared to what they would have to pay in Nairobi.In 2016, we had 11 cancer surgeries for gyne. In 2017, we rose to 31, in 2018, we had 41. We hope this year we can have an even higher number that are detected early to get surgical management. There is more awareness and people are coming through referrals and we are doing aggressive screening for cervical cancer.David – I don’t know if it would directly relate to your patient population in Kijabe, but life expectancy in Kenya has grown 1 year every year for the last 15 years. Fifteen years ago, life expectancy was 48 and now its 63.Lilian – Yes, it’s 63 now. It’s an improvement. As much as we know many are still dying, I really think there is something positive happening as far as improving primary health care and advocacy for many things, with health being a big agenda for the president. We are seeing a lot happening even in the country places. We appreciate that they are doing something.David – That’s gynecology/oncology, what’s your other patient demographic that you personally stress over? This isn’t something out there, it’s something very close to your heart.Lilian – For gyne-onc, I’ve also lost family through cancer and I think there is so much we can do in terms of primary prevention and early detection, which is not really emphasized so much. I think for Kijabe that’s one area we could do well in.A second type of population we see are young pregnant women who need emergency care and they can’t access to the point of saying “don’t admit me.” We know that whatever happens on the other side, the care they will get is substandard.For example, a patient who comes with preeclampsia in the 7th month of pregnancy, the baby requires newborn ICU admission and the mom require HDU or ICU care, clearly you can’t refer those patients because of finances.There are teenage girls with unplanned pregnancies coming with no insurance cover, who require emergency, comprehensive obstetric care. That population is at very high risk for mortality and morbidity for both mothers and babies. They may be few, but those few deserve to live.David – you’re concerned specifically about abortion or if the baby does come, what happens to the baby afterwards.Lilian – We’ve had different encounters with primary school, high school girls coming and wanting a termination, and we’ve said no. But even if we say no, we are supposed to be giving them solutions, alternatives. Who is going to help with the clinics? They are already high-risk by virtue of age, by virtue of them wanting to terminate. Who takes care of the clinic bills, who takes care of the delivery, who takes care of the child afterward in postpartum clinic reviews? If baby requires specialized care, what happens? These are young girls who are prone to depression, psychosis, suicide, and I feel like they deserve better because that’s a point of ministering to them. I think those few hours we spend with them are enough to actually change their lives, not just because of their condition, but even in terms of eternity.These high-risk patients that come to us and they don’t have better options, I think they deserve more. Especially those who come with unplanned or what you call crisis pregnancy.David – There is precious-few resources for things like that.Lilian – One, young people are condemned by society for making wrong choices. Two, there are no options given to them. If they are given, they are poor options, like terminations, which means going to the backstreets to terminate. It is cheaper of course and it won’t be known. That has resulted in high mortality for girls.Among the top 5 [maternal] killers in our country, we still have abortion. Beyond hemorrhage and hypertension, have abortion topping because of girls going to the back streets for termination of pregnancies.As we take care of them and do abstinence and user protection, when all those steps have been bypassed, we need solutions for these girls.David – I’ve seen Kijabe babies be placed in homes.Lilian – There are many options, it’s just I think we don’t take that time that has to be spent walking with such, there is the financial aspect that must be considered from way before, during pregnancy, delivery and thereafter. We have a few rescue homes that do a job for these girls, but not all go to the rescue homes. So, can we be a sort of rescue home in terms of the medical care that we’re giving.David – And we can make sure that they are not making bad decision for lack of finance. A delivery in Kijabe is $250 or $300.Lilian – That could be all it takes for them to actually see there is hope.David – Who is the one you were telling me about that came with the grandmother.Lilian – At least a happy one. This was a sixteen year-old, who got pregnant while in form 2. For you guys, that would be 10th grade. Every time she would come for a clinic, she would be accompanied by the grandmom who would pay the bills for the clinic. And the grandmother would make sure she was okay.This was a grandmother who lost her daughter, and her daughter left her with a grandchild who became pregnant. She was taking care of the great grand-child after the delivery.I think what really made my heart feel warm was the love, and the fact that she was there to support her and tell her, I’m here, I will pay your bills, and I’ll take care of my great grandchild, and you’ll go back to school after the first few months.That love shown to this young girl who may have opted for termination if there was no other option.The grandmother was able to afford some coins to walk through the journey. No fancy clothes for the babies, but maybe, some coins to buy a packet of chips, to say, “I’m here for you.”David – One other one that was very special for several of us and for me personally, the first time I walked through this process, was a teenager who came in with a pregnancy, I think it was twins and they lost the first twin. I think it was 30 or 32 weeks. I heard about it from Dr. Mary Adam, “Hey, there’s this little baby and the mom has gone, she has abandoned.” All the nurses and the doctors at the hospital, said, “this is our baby.” That was the first person we ever crowdfunded for individually. The way it happened was amazing. I walked through the NICU one day with a camera. She raised her hands up to me. "You want this picture don’t you? You want people to take care of you!" In that picture she was wearing a diaper that came up to her neck, and now when you see her, she is two years old, she is round and chubby.For what it takes to do the right thing, in my mind, it’s such a tiny amount of money, to take care of the mother and the baby.We do have some general funding coming in toward this. We hope that can increase over time, as some of our obgyn’s become involved. Also, any of you guys who might be listening to this, anyone who gives to the Friends Fund, a portion of that goes to vulnerable patients. Basically we want to say yes when someone needs something. That’s the goal.Anything you would like to add?Lilian – Just requesting humbly for support wherever it comes from. Of course we are very grateful for those who have had Kijabe in their minds, and for whichever way they support, whether by been human resource, whether it’s financial, whether it’s prayers, whether it’s encouragement.David - AbsolutelyThe Estimated Incidence of Induced Abortion in Kenya: A cross-sectional study. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4546129/

friends national kenya ob icu fifteen ob gyn nairobi obs global health nicu maternity david what david it david so david one david there david who hdu kijabe

Mardi Steere

Friends of Kijabe

Play Episode Listen Later Aug 30, 2019 58:07

FULL EPISODE EPISODE SUMMARY Conversation with Dr. Mardi Steere about Mission, Leadership, Emergency Medicine and Ebenezer Moments from her 8+ years at Kijabe Hospital. EPISODE NOTES David - So today, I'm talking with Mardi Steere. This is a conversation that I don't want to have. It's about leaving about memories, and about Kijabe.And I don't want to have it because I don't want you guys ever to leave. That is the hardest part of life in Kijabe. But amazing people come and amazing people go and you're gonna do amazing things and stay in touch. First, why don't you give the introduction you gave at the medical team the other day. Mardi - So this is bittersweet for me as well. We came to Kijabe in 2011 and planned to stay for two years and here we are eight and a half years later, taking our leave. And in some ways, it's inevitable. You can't stay in a place forever. It's been a real opportunity for me to reflect. David - Let me pause you real quick there. So when you first came, who is we? And then what did you come to do? Mardi - In 2011, I was a young pediatric emergency physician with an engineering husband looking for a place where we felt like God had said "To whom much is given, much is required," and we knew our next step was to go in somewhere with the gifts and the passions and the exposure and education that we've been given. And so I came as a Pediatrician, and the hospital hadn't had a long-term pediatrician in quite a while. Jennifer Myhre had just joined the team in 2010 and my husband Andy is a civil engineer and project manager, and now, theological educator as well.We moved here with our then two-year-old and four-year-old to do whatever seemed to be next. David - That's amazing. So give the theological introduction to the Ebenezer. Mardi - It comes from first Samuel Chapter 7 verse 7-12, where there's a battle between the Philistines and the Israelites and Samuel lays a stone to God for being faithful and to remember what God has done. When Andy and I got married in 1998, actually, it was a scripture that was read at our wedding. And we were encouraged when these Ebenezer moments come, take stock of them, step back, and acknowledge what God has done . Those moments will be key moments in your marriage. As I was talking to the medical division the other day, I felt like it was just another reminder that, as we have our professional lives and we work in a place like Kijabe and we serve, it's really easy to get caught up day-to-day in the daily struggles that we all have - with life and death and bureaucracy and not enough money and not enough equipment and team dynamics and conflict. But there are these moments when we take a step back and we see what God has done. This hospital has been around for 100 years, and I've only been here for a little over eight of them, but there are so many moments where I look back on where we've come from - and the journey that we've been on - and I see these landmark moments of God intervening. David - How do you see the balance here between medical excellence and spiritual - I don't know if excellence is the right word - between medical excellence and spiritual excellence. I think the origins of medicine were very intertwined with the spiritual, but at least in Western medicine, it's very divorced and I feel like in some ways, what I see happening here is not taught in classrooms anywhere else. Mardi - This is one of those things that I am going to be taking with me for the rest of my life. I don't know who's listening to this, but Americans have a cultural Christianity where it's acceptable in medicine, I think, to ask medical questions and maybe you ask a spiritual question and saying God bless you and bless her heart, and praying for people is somewhat accepted but still it's a parallel track to medicine. In Australia, it's completely divorced. There's almost a cultural fear of discussing the spiritual in Australia, a very agnostic country. So to be a Christian in Australia, you have to make a choice. But then when you go to medical school, it's taught to you almost don't bring that in. This is a science, and one of the things that I love about Kijabe is that they are inextricably intertwined. There isn't a meeting that we start here without prayer. When I'm covering pediatrics, as a clinician, we start with team prayer and depending how busy things are, if you're trying to see 30 patients on rounds, you might pray for the room, as you start. We ask the parents how they're doing, and then we pray for the mom with her permission, and for the baby or the dad or whichever caregiver is there. We ask God to intervene, we ask God to give us wisdom, we ask him to be a part of the science. We ask him to be a part of the conversations. When it comes to the even bigger picture, when it comes to strategically planning the hospital, and our core values again - they're inextricably intertwined, and it's a gift. One thing that I'm gonna take with me as a leader and as a clinician, is that it is not difficult to ask anyone, "What is your world view and what is your spiritual worldview? Because all of us have one in Australia. That world view might be... "I don't believe there's a spiritual realm." That's so important to know. But what if the answer to that question is," I believe in God, but I don't see him doing anything." What an opportunity we miss. What if we have immigrants in our population in our community, and we don't ask them "What is your spiritual and cultural world view? What do you think is happening beneath the surface?" and we don't give someone an opportunity to say without derision, "I think I've been cursed" or "There is a generational problem in my family," and we don't open up the opportunity to intervene in a way that's holistic, much we miss by not intertwining the spiritual and the physical? The fact is every one of our communities has a spiritual world view, and shame on us if we don't explore it with them. David - Amen. It's fascinating here because before coming here, I thought of missions as giving. The longer I'm here, the more I think of it as receiving. When you stop and pray for a family, the encouragement received from those family members is huge. The trust and the love, and you do see people who come in the halls and you ask, "Why are you here?" "Because my doctor will pray for me." Mardi - So what's interesting to me is there are some conversations going on in medicine around the world right now about this "innovative new concept of Compassionomics." And really it's exactly what you're saying, it's not new and it's not innovative. I think that Compassionomics is our fearful way of re-exploring the spiritual. It's taking the time on rounds to say, "How are you doing as a family, how are we doing as a team," and to take the opportunity to draw comfort from each other. It comes from a spiritual foundation, that I think that we've lost, and I think a lot of it comes from burnout and from the way that medicine has become a business and a commodity. We're starting to re-explore through Compassionomics, and I pray through exploring the spiritual, the deeper side of medicine that around the world I think people really miss. David - Right on. Mardi - And if that's not reverse innovation, I don't know what is. David - It's fascinating, this space that Kijabe fills and how we think about it and how we talk about it. I use a phrase - World class healthcare in the developing world - but when I use that, I don't mean that I want Kijabe to be the big hospital in the big city in the West, because there are certain aspects that we don't want to lose. Yes, absolutely, it would be super-cool to be doing robotic surgery, and some of these wild technological things, but really I feel like what Kijabe excels at is not fancy and not glamorous. It fundamentals of medicine. I remember Evelyn Mbugua telling me this one time. I asked her, "What do you think about medicine in general?" "When I have a challenge or when I'm stuck on a patient, I go back to their history." It's fascinating that that's fascinating! Some of the basic fundamentals of medicine are practiced here, just looking at your patient and laying your hands on them and touching them and talking to them. A conversation is both a diagnostic tool and it's actually medicine. If the numbers are true, I know it's different from orthopedic surgery than for outpatient, but, if half of medicine is actually placebo, this stuff is really important to healing. And it's not anti-science. It actually is science to care about people. Mardi - It's interesting when you mentioned the placebo effect. I think that the placebo effect is considered as nothing, but it's not the placebo effect, is actually a real effect. It's that time and conversation and compassion, truly do bring healing and the point of a control trial is to see in a drug-do better than that. But the thing we're doing, already makes sense. It's interesting to me that medicine around the world is getting faster and faster and more and more advanced. Time is money. I think that around the world, we wanna save money in medicine, we wanna do more with what we have, but we're willing to sacrifice time, to make that happen. And why is that the first thing that goes? Burned-out physicians in high income countries, the thing that they love, is when they have to see more and more patients in less and less time because they know what they have to offer is beyond a drug, and beyond a diagnosis and beyond a referral and beyond a surgery. The one of my favorite phrases in medicine that I truly don't understand but want to spend the rest of my life working on it, is a "value-based care." I think to define value you have to define what we're offering. If value is time, then one of the things I think that Kijabe and mission hospitals can continue to pioneer the way in is, "how do we cut costs in other areas but refuse to sacrifice the cost of time and make sure that our impact is helpful for our patients but that also helps our team members and our clinicians receive the value that comes from being a part of a meaningful conversation. I think that's what patients want too. They don't want the robotics, they come to us because they're helpless vulnerable and afraid, and those are the things that we're treating. They trust what we tell them and if we don't have the time to build up that trust, we've lost a lot of the value that we offer. David - What have you seen change about team? You guys have been part of this big culture change process, but I think it's something that's started long before long before either of us. What do you see is the arc of Kijabe and the archive teamwork and the arc of culture? Mardi - So, Kenya is an incredibly multicultural and diverse country and Nairobi is high-powered and it's fast and it's a lot of white-collar and highly educated people and Kijabe is not so far from that. I think we operate more in a Nairobi mindset than a rural, small town mindset, but that's actually been a huge transition, I think, is going from presenting ourselves as a rural distant place to a part of a busy growing rapidly advancing system, and so that comes with leadership styles that become more open and more I guess, more modern in style. And so that's been the first big thing that I've just seen a huge jar over the part of the decade that I have been here is that leadership is no longer just top-down, enforced. It's participational leadership and I'm a massive fan of that. Leaders do have to make hard decisions and make things happen, but the input of the team has become a much, much higher priority in the last decade. And that's huge because our young highly-educated, highly-aspirational team members have got some great ideas and shame on us as leaders, if we don't take the time to listen to their approach to things. So that inclusive style of leadership has has been a huge arc. And then I think the other thing is just our changing generations, millennials are not confined to high-income countries. We have a young generation of people here who aren't gonna stay in the same job for 40 years like their parents or their grandparents did, and that's the same globally. And so we've had to question, over the last decade, how do you approach team members who are only gonna be here for a little while? Do you see that is, they're just gonna go, or do you get the maximum investment into them and benefit out of them in the time that they're gonna be here and then release them with your blessing? And so that's been something that's been huge for me is when we've got these new graduate nurses or lab staff radiographers, to not be on the fact that three years after they come to us, they go it's to say, "You know what, we've got these guys for three years, let's sow into them, let's get the most we can out of their recent education... Let's do what we can to up skill them with the people that we've got here and then let's release them all over Kenya to be great resources for health care across the country and across the region. David - I would say, for healthcare and for the gospel. I've been wrestling a lot with what does it mean for Kijabe is to be a mission hospital. I think the classic definition - I don't know if we define it as such, I don't often hear people say it out loud, but I think it's an unwritten thing - that what makes a Mission hospital a Mission Hospital, is that it cares for the poor. Hopefully on some level, or on a lot of levels, that will always be true at Kijabe. But I'm really excited about the possibility of what you just described, that if these guys are here for three or four years and we are to training them with the attitude that they are going out as Christian leaders and as missionaries to these parts of Kenya that honestly, you and I will never touch. And a lot of the places I've never even heard of. But if we're equipping them to be the light that's the huge opportunity that Kijabe has to be missional. Mardi - This is a much, much longer podcast, but defining mission is really really important, isn't it? I think that there's a couple of things that stick out to me as you're talking and one is that, I think mission has a history that can be associated with colonialism. And one thing I love about my time in Kenya is seeing that we are a globe of missionaries. The church that we attended in Nairobi, Mamlaka Hill Chapel, these guys would send mission teams to New Zealand, which is fabulous. It's not that lower middle income countries are receiving missionaries anymore. All of us need the gospel, all of us need the full word of Jesus and when you're spreading the gospel, what are you spreading? I think that this is a much longer conversation, but I believe that we are called to go and make disciples we are called to serve the sick, we are called to serve the poor, we are called to serve those in prison. I focus on the parable of the sheep and the goats, it is one of my life scriptures, "when you are poor and sick and needy whatever you did for the least of these, you did for me." And what I hope for Kijabe does is that for whoever passes through our doors, whether it be patient, whether it be staff member, this is who we are, we love Jesus and we want you to know this incredible King who gave so much for us and who has an eternal life for us that starts now. And eternal life starting now means making an impact and restoring that which is broken, and it means restoring it now, wherever you are. As our team members go out to work in other hospitals, I would hope that one of the indicators of success for us would be a lack of brain drain, because it would show that we've shown people, "You know what there are people here that need you in healthcare. And this is why I'm here." If I had wanted to be an evangelist rather than a health care missionary, I should have stayed in Australia, for less people in Australia know Jesus that in Kenya. But I felt like my call in mission was to serve the sick in a place where I could help other people do the same. That's been my passion here, but I'm called to go back to Australia now. Does that mean my mission life is over? Absolutely not. It means that I'm going back to Australia to love Jesus and serve sick there and to do it in a different way. And I think that understanding that all of us, whoever is listening to this podcast right now, wherever you you have a call to mission, it's that sphere of influence that God's put you in. It's to take care of the poor or the sick, or to love the wealthy, who are lost around you that are never gonna step foot in a church but need a love of Jesus every bit as much as one of our nursing students here in the college. David - Amen again, that's fantastic. So back to Ebenezers, back to the the stones. What are things come to mind as you look back over on your time at Kijabe that were hallmarks or turning points? Mardi - There's a few of them. One evening sticks out to me because it's so indicative of the bigger picture and what we've been working towards. I'd been here for about nine months or so. . . One of the things that Jennifer Myhre and I noticed is we started out on pediatrics was that our nursing staff were incredibly passionate about their kids, but no one had really had the time to teach them about sick kids and how to resuscitate them, just basic life support, because they were so overwhelmed. You know, there was one nurse who was taking care of 12-15 patients at a time. That ratio is now one to eight, so it's much easier. But they just hadn't had the opportunity to learn some of the basic life-saving assessment in resuscitation skills, and so we started doing just weekly mock resuscitations with the nurses and as we got to know each other and they got to trust me and to know that I wasn't there to, to judge them, but to try and help them, we would do mock recesses every week, and people would stop being scared of coming and would come with by interested and actually came to test their knowledge. When I started in 2011, about once a week I would get called in, in the middle of the night to find a baby blue and not breathing, who was dead, and there was nothing that I could do. But what we worked together on was setting up a resuscitation room, and setting up the right equipment. And so after about nine months of this, I was called in for yet another resuscitation in the middle of the night, and by the time I got there, the baby was just screaming and pink, and I asked the nurse is what had happened and it was the same story as always, this baby choked on milk, they had turned on the oxygen given the baby oxygen done some CPR and they resuscitated that baby before I got there, they didn't need me at all. And the Ebenezer for me was the was the pride on their faces. "We are experts at this and we know what we're doing." That has just escalated leaps and bounds. Now we've got outstanding nursing leadership and they're being equipped and taught and up-skilled every day. But that was an Ebenezer moment for me that the time taken to build relationship and team and invest doesn't just bring a resuscitated baby and life is important, but it builds team and it builds ownership and pride in "this is what I've been called to do, and I'm good at it." It's interesting because it's what you would do is individual doctors with your teams and doing the mock code. But it's also very much a systems process for Kijabe hospital, right? A big part of solving that challenge was getting the right nursing ratios, but also setting up high dependency units to where children you're concerned about could be escalated. Did that happened during your time here? Mardi - So when we started here in 2011, children weren't really admitted to the ICU at all unless they were surgical patients who just had an operation, and then the surgeons would take care of them and transfer them down to the ward. So the pediatrics team wasn't really involved in any ICU care, extremely rarely. We didn't have a high dependency unit. And our definition of high dependency unit, here, is a baby that can be monitored on a machine 24-7. This is something that shows you how reliant we are on partnerships, David. So for example, the nursing and the medical team together decided, "Look, we think we need a three-bed unit, where at least the babies who were the more sick ones can be monitored on machines." And so, Bethany kids were the ones who equipped... We turned one of our words into a three-bed HDU in the old Bethany kids wing, and that was the first time we could put some higher risk babies on monitoring so that if they deteriorated we knew about it sooner. And we saw deaths start to drop, just with that simple thing. The other thing was that pediatricians who worked here in the past weren't necessarily equipped in how to do... ICU care. And so Jennifer and I said, "Well I'm a Peds-emergency physician, and she is an expert in resource-poor medicine, between the two of us, we can probably figure this out." We started putting some babies in ICU who we knew had a condition that would be reversible if we could just hook them up for 24 hours to ventilator. So we started ventilating babies with just pneumonia or bronchiolitis. Or sepsis, that was the other big one, something that if you can help their heart beats more strongly for a day or two, you can turn the tide. And so we just started working with the ICU team to say, "Look, can we choose some babies to start bringing up here? And four years later we were overtaking the ICU at the time and that's why we had to build a new Pediatric ICU, which opened in 2016. All of these things are incremental, and we stand on the shoulders of giants. The Paeds ward existed because a surgeon said "I don't want babies with hydrocephalus and spina bifida to not get care." And then we came along and said "We think that's great, but we think that babies with hydrocephalus spina bifida, who also have kidney problems and malnutrition, should probably have a pediatrician care for them." And over time, that degree of care, that we've been able to offer has just grown and grown. And we had Dr. Sara Muma as a pediatrician join us in 2012 then Dr. Ima Barasa - she was sponsored into pediatric residency long before I got here. That was the foresight of the medical director back then, to say "We are gonna need some better pediatric care". And then I stepped into the medical director role and people like Ima and Ariana came along and they've just pushed it further and further and further. None of us are satisfied with what we walk into, and we keep saying we can do better because these kids deserve more. David - That's fantastic, I think that's another way when you think about the influence and the impact of Kijabe, it's that refusing to settle. It's to say, "Yeah this is possible. Let's figure it out." And for all the team members to say that and commit to it, and for the leadership to support that I think that's what makes Kijabe special. I read something that the other day, it was just an interesting take, someone said [to a visiting doctor] "Why are you going to that place? It has so much." But Kijabe only has “so much” because the immense sacrifice of so many people over so much time. None of this showed up without the hours and the donations and years and years and years of work. I remember you saying that about Patrick with his ophthalmology laser? How did you phrase that? Mardi - Patrick, he's such a wonderful example of the kind of person that doesn't look for reward, but sees a need and just walks to the finish line. He started out, I believe, on the housekeeping team in the hospital. He's been here for 20 years at least, I think, and then went through clinical office or training, which is a physician assistant level training, and then received higher training in cataract surgery. He started our ophthalmology service in 2012. Since then he had nurses trained around him. He's been doing cataract surgery, and then he said, "We've got these diabetic patients and the care we offer isn't good enough, we need a laser." He went to Tanzania, and got laser training, and now he's going to start doing laser surgery on patients with diabetic retinopathy. He refuses to be satisfied with the status quo. And that's the heritage that we have here. You know, talking about even a moment I feel them enormously privileged to have been here in 2015 as we as a hospital celebrated our centennial. It took us a year to prepare for that, and I know you were a part of that process, David. David's job was find all of the stories and all of the photos and interview all of the people and make sure to document everything that might be lost if we lose these stories now. Being a part of that process... I was in tears so many times when we would hear one more story about somebody's commitment and sacrifice. We've been able to write down that story from 2015, with the Theodora Hospital as we were known then. The stories of not just these missionaries but these extraordinary early nurses, like Wairegi and Salome who worked here for decades, who were initially trained informally, because we didn't even have accreditation for the nursing program. David - We didn't even exist as a country. Mardi - That's a really good point! To hear those stories and to see our very first lab technician was just amazing. And then when these 80 and 90-year-olds came over and saw the scope of the hospital as it exists now, it just gave me a glimpse into whatever we do today, we have no concept of 100 years from now, the fruit that that will bear. And I think a missional life, is like that, isn't it? It's being okay with not seeing fruit. There's foundations positive and negative, that all of us lay in the interactions and the work that we do and I think all of us, our prayer is that those seeds that we plant would bear fruit. We have to be okay with not seeing the fruit with saying this has been my contribution. I've stood on the shoulders of giants and now I hand over the baton to you, who will come after me. Make of it what you will. It's not my dream and it's not my goal, I've done my part, and let's see where God takes it through you. David - And so, very shortly, you're about to become a giant. [laughter] I really appreciate you, I appreciate you bringing that up. That was one of the most important things that could have ever happened. It was in the 2015. It was before we started Friends of Kijabe. The realization for me I always come back to how long life is. It's both amazingly short and amazingly long. Watching Dr. Barnett and realizing that he worked here for 30 years, and then went back to the states, so now he's... I think he just hit 102 years old. It really does bring in a clear view what is legacy, what does it mean and what are we building? But also that this is very much outside of us. We get to pour everything we have into it for a time, but then others will take up that work. And it's both humbling, and amazing and... Mardi - And I think it's helpful to as many of us have a sense of calling on our lives, I think that this is what God has for me now. But we have to hold that with open hands because our view and our understanding of what God is doing is so small and what he is doing is so large. I think sometimes in this kind of setting, you come in with a dream and a passion and a goal, but you see that path shift and change during the time that you're here and that is good and that is okay. I think a danger is when we come in and think that we have the answers or we know exactly where God is going, and then things don't work out, and we burn out or are bitter or disappointed. To come into a sense of mission and calling... Saying "not my will but yours be done," and to just obey in the day-to-day and to see where it goes and to be okay with the direction being different at the end than it was at the beginning - I think that's how we lead a life led by the Spirit. We hold these things with open hands and say, "God take it where you will" and if it's a different place, let me just play my part in that. David - Okay, I gotta dig into that cause. How do you balance that? I would frame it as vision. I feel like a good example to look at, I don't know if it's the right one, so, you can choose a different one if you want to, but the balance between vision and practicality and reality. Because you say that, and you are walking in the day-to-day, but I just think of the Organogram that has been on your wall, which was on Rich's, wall, which is now your's again, which is about to be Evelyn's wall. And you had this vision back in, "this is how I think the organization should work to function well." But there's a four-year process in making that come to pass. How do the day-to-day and the long-term balance? Mardi - I think we're talking about spiritual and practical things combined aren't we? I think that anyone who's in organizational leadership knows that you, your organization as a whole needs a trajectory and a long-term plan. We make these five-year strategic plans which are based on the assumptions of today and every strategic plan. You need to go back every couple of years and say, Were those assumptions right? And just to be a super business nerd for a minute, you base things on SWOT analyses and you base things on the current politics and economics. David - What does SWOT stand for? Mardi - Strengths, Weaknesses, Opportunities and Threats. Then you do a PESTLE analysis, you look at the politics, you look at the economy, you look at the social environment of the day, etcetera etcetera. In technology everything is changing quicker than we can keep up with. And so I think that when you're looking at a place like a happy, which is large and complex, you set yourself some goals, and you work with them, but, you know, so something's going to change. Politics are gonna change, the economy's gonna tank, maybe there's gonna be a war on the other side of the world and we’re the only source of this, that, or the other?Maybe India falls into the sea and we start doing all of the surgeries that India was doing? I just don't even know. One thing for me, I've been enormously privileged to have been the medical director for two different terms that were separated by two years. And so I think I have a slightly unique perspective because from 2013 to 2016, I set the way I thought that our division would work and I came back into the role, two years later and already it had changed, but Rich had made it a better. It's funny, I when I came into the role, my predecessor. Steve Letchford said, "Look, you're gonna need a deputy, you can't do this by yourself." And I looked at my team and said "Um, No, I need four deputies, four sub-divisional heads because this is too much for one or two people and I can't keep my ear to the ground without it. I came back after two years away and there were five deputies and my initial gut reaction was, "You changed my structure!" And then I realized that Rich and Ken had made a really wise call. It did have to be five deputies for lots of really good reasons and that team of five has been my absolute rock this year. David - Who is the team of five? So the team of five, I've got a head of inpatient medicine and pediatrics, and specialties and this George Otieno. There's a head of Outpatient Department, and Community Health and Satellite clinics, and that's Miriam Miima. I've got ahead of Surgery and Anesthesia, and that's Jack Barasa. There's a head of Pharmacy, and that's Elizabeth Irungu. Then there's a head of what we call Allied and Diagnostic that incorporates the Lab and Pathology, Radiology, Physiotherapy, Nutrition and Audiology, and the head of that, it is Jeffrey Mashiya who is a radiographer. What's amazing to me about that is when I instituted this framework in 2014, there were four people and they were all missionaries. And I've come back in 2018 and there are five people and they're all our Kenyan senior staff and they're extraordinarily talented and any one of them can stand in for the medical director, when the medical director is away. What a gift that has been. David - I can't imagine how important this is for continuity. Because you think right now, you're handing off your responsibilities to Evelyn, but she has five people that...those are the executors and they actually get to groom her in leadership. That's amazing and for the strength of Kijabe and the stability, it's indispensable. I don't think there's another way to build a strong, stable system other than to build that. Mardi - Yeah, that's actually one of the things that brings me so much joy as I leave is the team isn't going to notice too much the change in senior leadership because that level of day-to-day practical strategic and operational leadership is just so strong. I think it made Ken as my CEO, I think it made his job easier to say, "Look, who should fill the position that Mardi is vacating?" He was able to say, "Who's got institutional memory and who's got leadership expertise and wisdom, and who knows how the senior leadership team works?" Whoever that person is, they're gonna have a team around them that will mean that no voices get lost in the transition. When I took the job in 2013, hearing the voices of specifically missionaries and surgeons can be really noisy and you hear their voices, but who's listening to the head of palliative care and who's listening to the head of laboratory who's listening to the head of nutrition, which is a tiny team of four people, those voices are well represented by wise people who all listen to each other and make the system work around them. It's a tremendous gift and there's no way to do this job without a team of people like that around you. And you know what, that's one of my other Ebenezers, David. Thursday, we installed Evelyn as the incoming medical director. Seeing those five sub-divisional heads praying for Evelyn and as that took off, I will never forget that. David - Absolutely. I wasn't here the first time, but I remember I should print out a series of those [pictures] because I remember you handing the hat to Rich and I remember it going back to you and then watching you give Evelyn the hat and stethoscope. There's this legacy of people that care. It's interesting to think about... 'cause you are, I mean you’re building this remarkable team and your system and things that operate independently of you. But at the same time, you're unbelievably special, and have given a ton over the past years and you. As Rich phrased it, you walked in shoes that not many other people will get to walk in. It's special. I imagine is what it's like when the former presidents get together for their picture. There's things that only only you guys will know and only you guys will have experienced. Mardi - You know, one thing that is really special is I think a lot of leadership transitions come through pain, brutality and war. And one thing that I noticed on Thursday, is that in the room as I handed over leadership to evil and were Steve Letchford and Peter Bird, who have both been here for decades and who've previously been the medical directors. I think there's a beauty about the transition of leadership here in the clinical division that it hasn't come through attrition, war and burnout. I'm leaving with a lot of sadness, and I'm not cutting ties with this place to see. . . there has been a cost. Rich. I know, I would still love to be here in this position as the person who is my predecessor…but to see such strength of leadership that is here and sowing into the next generation rather than leaving when they died. They've stepped down and gone into leading other areas to ensure that the team that follows them is strong, I think that's a tremendous gift and something unique about Kijabe. People love this place and they love this team and they wanna be a part of its ongoing success in its broader mission. David - And they love and they love that above their own glory and their own desires. I think it's what makes an organization great, it’s what makes a country great. I think it's probably gonna be easier in a place of faith, honestly, that this is God's ministry, not our own, not any one persons's. FPECC What is FPECC? I think it's important for people to know a little bit about how hard is it to create a training program or anything new in Kenya? Mardi - So FPECC is the fellowship program in pediatric emergency and critical care. Ariana [Shirk] and I are pediatric emergency physicians, we trained in pediatrics, and then we did specially training in how to take care of emergencies and resuscitation. And were the only two formally trained pediatric emergency doctors in Kenya. Critical Care is taking care of kids in ICUs and currently in the country, there are four pediatric ICU doctors for 55 million people. I don't have the stats that my finger tips, but it's extraordinarily low. I think of the city where you live and how many ICU beds there are, and how many children's hospitals you have just in your own city if you're based in a high income country. For 55 million people, there's kids just can’t access that care. David - Recently, I'm sure it's gone up, but two years ago, it was 100 beds for the country. Mardi - For adults and kids. . . In the country, there are a 12 pediatric ICU beds. Actually no, that's not true, there are 16 and eight of them came into existence, when we opened up our Peds ICU here three years ago. David - And keep in mind, this is East Africa, of the 56 million people. . .33 million of those are under age 18. So 16 beds. Mardi - That's right. Think of anything that can cause a critical illness. Trauma, illness, cancer, you name it, that's not enough beds. So when I came to Kenyo, I had no dream of starting a training program that wasn't even remotely on my radar. But sometimes things just come together at the right time. It was actually University of Nairobi, where they have the only other Peds ICU, they had been working with University of Washington in Seattle to say, “Look, can you help us start some training?” This is really important, because in East Africa there is nowhere that a pediatrician can learn how to run an ICU. Think of the US, where every state has got multiple training programs, where pediatricians will spend three years to learn to be an ICU doctor. There is nowhere for 360 million people in this region to learn how to do ICU care for children. Just think about that for a second. 360 million people... No training program. There's one in Cairo, and there's one in Cape Town, but that's for 600 million people. So I'm just taking a few of them where there's nowhere to go. University of Nairobi was talking to Seattle. They've got two Peds ICU doctors in Nairobi and they were thinking of starting a program. Then just through several contacts, actually through the Christian mission network, one of University of Washington's ICU doctors grew up in Nigeria but she's involved with the Christian Medical and Dental Association, and so she knew about Kijabe. The University of Washington team came out to Kenya for a visit, and they said, "Hey we heard you doing some ICU care caring Kijabe. Can we come out and see what's happening?" That was in 2013. They came out and said "Hey what are you guys doing here?" And we showed them around, and their minds were blown, they didn't know there was any peds ICU happening outside of Nairobi at all. And so, we rapidly started some conversations and said "Look, why don't we start a training program in Pediatric Emergency Care and Critical Care and our trainees can train at both Kijabe hospital and Kenyatta hospital in Nairobi and they can get an exposure to two different types of ICUs. They can also take advantage of the fact that Ariana and I are here as Peds Emergency faculty, and we can split the training load. Training programs in the US have dozens of faculty for something like this, to rely on just two doctors in Nairobi was an incredible risk even though University of Washington is supporting with visiting faculty. So we said, "Look, we've got all these people in the country at the same time, let's just try and do it." So we started that process in 2013. We took our first fellows at the beginning of this year. It's taken us six years. That's how things work here. You've got to form relationships. University of Nairobi didn't know us real well when it came to our pediatric care. We had to get to know each other, we had to develop a curriculum. We had to let the Ministry of Health know. We had to get the Kenya pediatrics Association on side. The Kenya Medical Practitioners and Dentists Board, had to approve the program. The University Senate had to approve the program. We had to try and get some funding in place. None of that happens quickly. It's all relationship that's all a lot of chai. That's all a lot of back and forth and making sure that you don't try and skip anything to get through the hoops, any quicker than you need to, because if you try to go to quick it falls apart. And if University of Nairobi and Kenya doesn't own this program, it's not gonna last. And I think that's probably the first thing to take away for me is this program exists because University of Nairobi and Kenya wanted it I didn't come in here and say, "We need this.” University of Nairobi wanted it, and we said, "How can we support it?" And so Arianna showing up here for a short-term visit - which we rapidly recruited you guys as long-term - it was God's timing because Ariana and I couldn't have done this independently from each other. It's taken both of us to build those relationships over the last six years. Arianna and I are so proud of this program. Our first two graduates will finish this training at end of December 2020, and we hope and pray that we can recruit them to stay at Kijabe and University of Nairobi as our first home-grown faculty. What's been lovely about that, too, is that we've connected with people all over the world who want to support this kind of thing, they just didn't know how. David - Not did they not know how, there wasn’t a way. It literally did not exist until February 2019. Mardi - So now, we're actually talking to colleagues in Uganda and Tanzania, and colleagues in Sudan and other places about... “Hey, is this a good model for you?” I've got some contacts in Nigeria, they've got how many million people, 30 million people or something ridiculous? And there's no way to get this training there either. And people all over the world want to be able to support what a country wants to start in its own strategy. So that's something that I'm just thrilled to be leaving. Even as we leave next month, I'm hoping and planning to come back at least once a year to teach in the program for the forseeable future and to support Arianna from a distance in continuing to connect people all over the world to say, "Here's a way that your global health desires can interface with a local country's needs." David - You two are the only Peds Emergency Medicine doctors in the country and there's a realization. . .What actually is Emergency Medicine here and what is the difference between what it looks like here versus America? Mardi - Yeah, it's a really great question. First of all, Ariana and I trained in a country where there are multiple children's hospitals per city. So, Pediatric Emergency Medicine is the Emergency Department attached to a children's hospital. There are less than 10 children's hospitals on this entire continent, I think. So there are no Pediatric Emergency departments. What is really great is that Emergency Medicine combined adult and pediatric is a growing specialty here. There's been so much great work that's going on in so many countries around the region. Rwanda last year, just graduated their first class of emergency residents. Uganda just on the cusp, the great advocate there, Annette Allenyo is leading the charge for emergency medicine. Ben Wachira is an Emergency Medicine trained doctor here at Agha University, and they're on the cusp of starting an emergency medicine residency training program. You know Emergency Medicine's a funny thing. Emergency medicine in a high-income country, is a part of a functioning system. Emergency medicine in the US means that you've got ambulances that get your people to you and you've got an ICU at the other end that you send sick people to. Emergency medicine here is. . . people showing up on our door step, we don't know how to get them here and then where do we send them? I think that Emergency Medicine training here is so much more broad. We're training people not only how to provide Emergency Medicine, but how to be advocates in a broader system. And I think if you live in a high income country, you can't understand how much medical training is not about medical training. It's about advocacy and building access to care for people, no matter where they're at. What I see emerging here is…from the start, it's collaborative. Emergency Medicine training here isn't just training a doctor in a specialty to give you a certificate and leave you there. It's connecting you with people who are trying to get paramedic systems going and people trying to build ICU care. That's one of the reasons we realized that our Pediatric Emergency and Critical Care program had to be both. There's not enough places to work where you've got the luxury of staying in the ICU. Our graduates are gonna go out and work in hospitals where they will be expert trainers for the pediatricians running the ICU and the family medicine doctors running the emergency department and the surgeons who are doing pediatric surgery with just general training. Our graduates are gonna be those advocates drawing teams together asking "How can we improve the system from arrival at our doorstep till the day we send them home." It's a different focus in our training. Yes, the skills are necessary. You need to know how to run a ventilator and keep a heart pumping when it's not. But it's about building a team and being a part of solving systems issues and hopefully in a way that is affordable and sustainable. David - I love that word, systems. For me, this is the year of systems. Thinking broadly about each of these individual parts because it’s another way that healthcare here is very different from healthcare in the US. The US is just sub-specialization, that's what it's all about. And here, there's not a fine line between. . .for an Emergency Medicine doctor, you're not sitting out in casualty waiting for a kid to come in, right? If you want to find the emergency, you just walk around and lay eyes on every kid and there's gonna be one out of 70 children in that building, who is in trouble. So it really is a bigger and broader way of thinking about things. Mardi - I think another thing that's interesting to me just as we come back to the missional aspect of who we are... I think 00 years ago, a missionary was someone who would go into deepest, darkest wherever and be whoever they wanted to be. I think as we consider what is global mission, our question needs to be, “What is that country looking for, what systems are they trying to develop and how do we help them in it?" And that comes down to health…if you're a missionary, what does the local church want to do? What is their mission and how can we assist them? I think we need to ask better, what system is someone trying to build and how can we be a part of it. Because that's the key, isn't it? We're here to serve God who is restoring creation and he's doing it in lots of different ways already. We don't need to necessarily think we've got the answer, but to say "God, where are you working and how can I be a part of it, and what does it look like?" I think Mary Adam in her community health project, is a really lovely example of that. Community Health growth is a priority of Kenya. So she's gotten grant funding and she is just sowing in it, she knows every county Governor in the country, I'm suspecting. She knows how to get into the system, but how to be salt and light, and how to be the love of Jesus in making things functional and making all things new. I think that's one thing that I think Kijabe is doing well. We are looking at health strategy and saying How can we be a part of it and love that our FPECC program is in partnership with University of Nairobi. I love that our clinical offices have a program that we got accredited for called the Emergency Critical Care Clinical Officer program, that actually wasn't a part of hell strategy, but we did see a gap, and as soon as we trained people in that we went to the Clinical Officer of Council and said, "Hey you want to accredit this? This is a really good program. And they did, and now the Kenya Medical training training college has taken that program and they're doing their own program. I think those are lovely examples of saying “We're here to bring restoration but we don't want to be separate from the system. Where are you going and how can we help” David - What does that mean for friends of Kijabe? How do you see that working with Friends of Kijabe as an organization? Mardi - What's been really lovely, about Friends of Kijabe in the last year, and I know you're excited about this, David, is in what the core the Friends of Kijabe vision and mission. I think a core part of Friends of Kijabe that we've got the CEO, the CFO and the Director of Clinical Services on the Friends of Kijabe board. One question that I've heard you ask so many times in the last year is "Where are you going and how can we help, what are your priorities? Friends of Kijabe exists to help the hospital further its strategy, but also exists as a bit of a connector between people in high-income countries who really want to contribute and who have passions. Where does that intersect with the hospital strategy? So Friends of Kijabe is not going to take the whole hospital strategy and try and piecemeal help every part of it. They're gonna say, "Hey you're a part of your strategy that are happy resonates with and that's become very clear. A lot of Friends of Kijabe funding currently goes towards whatever the hospital thinks is important. The hospital has prioritized the theater expansion project this year and that's great. But, at its core, Friends of Kijabe also says, "We support the needy. We support education. We support sustainability. How can we get there?" And so [FoK] has prioritized putting money towards each of those areas which happened to align with the core values of Kijabe Hospital. So a large proportion of what Friends of Kijabe hospital is doing this year is helping us with an infrastructure project. But every year we're going re-ask "What are your priorities, and how can we help that?" But we're also going to say, "Here is where our heart beats. Can we help with this too?" I think one of the things about Friends of Kijabe is the trust that's developed since its inception. As Friends of Kijabe, we trust that the hospital leadership is following a strategy that is meaningful, that is sustainable, and that is in line with where Kenya is going and where the African Inland Church is going because that's who we're owned and operated by. As long as our missions intersect, I think Friends of Kijabe can trust that at the hospital is taking us in a good direction. David - Awesome, anything else I should ask you? Anything you'd like to add? Mardi - No. It's been an extraordinary eight years and it's been such a privilege to be here, and it's lovely to leave with joy, even as there's associated sadness. I really can't wait to see what the next few decades bring, and I'm gonna be watching both from a distance and also up close, when I come back to visit. David - Thank you Mardi.

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"Chapter 20" Season 3 Episode 1 'Legion' Review

AfterBuzz TV After Shows

Play Episode Listen Later Jun 25, 2019 39:04

Christian, Alexa and Jeff break down the season three premiere and all of the questions that it raises, including why does David need a time traveler? Why does a time traveler need David? What does it mean that Farouk is a robot? Will David’s hair ever get as big as it is in the comics? And more! ABOUT LEGION: David Haller is a troubled young man who was diagnosed with schizophrenia as a child. He has been in and out of psychiatric hospitals for years and, now in his early 30s, finds himself institutionalized again. His daily routine -- including therapy, taking medications and silently listening to talkative friend Lenny -- is upended when troubled new patient Syd arrives, and they are inexplicably drawn to each other. After a startling encounter between the two, David confronts the possibility that the voices he hears and visions he sees may be real. He escapes from the hospital and seeks refuge with sister Amy, who wants to protect the picture-perfect suburban life she has established for herself. Syd eventually gets David involved with therapist Melanie Bird and her team of specialists, who open his eyes to a new world of possibilities. Follow us on http://www.Twitter.com/AfterBuzzTV "Like" Us on http://www.Facebook.com/AfterBuzzTV Buy Merch at http://shop.spreadshirt.com/AfterbuzzTV/ --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

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"Chapter 20" Season 3 Episode 1 'Legion' Review

Legion Reviews and After Show - AfterBuzz TV

Play Episode Listen Later Jun 25, 2019 39:04

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The Life of David - "What is God Looking For?" - I Samuel 12:1-15; 20-25 (May 4 & 5, 2019)

First Free Church

Play Episode Listen Later May 6, 2019

The Life of David - "What is God Looking For?" - I Samuel 12:1-15; 20-25 (May 4 & 5, 2019)

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PAACS Part 1

Friends of Kijabe

Play Episode Listen Later Feb 21, 2019 26:59

PAACS Part 1 Good morning and welcome to the first PAACS episode. PAACS stands for the Pan-African Academy of Christian Surgeons and on the next two episodes I’ll be sharing conversations with graduates and faculty in the PAACS training programs at mission hospitals in Kijabe and around Africa. Nothing done at Kijabe Hospital is in isolation. Surgeons have been training under the PAACS program at Kijabe for more than a decade, and I think the PAACS program develops some of the best Christian leaders on the planet – not just surgeons, but Christian leaders. Friends of Kijabe is a support organization – we support the work of Kijabe Hospital in general and we support the work of PAACS at Kijabe through infrastructure projects like the Operating Theatre Expansion or through needy patient funding. I’m excited to share these conversations because they paint a vision of what is possible. Dr. Jacques in Malawi describes the blessing PAACS is in African Healthcare The second interviewee is anonymous because of a sensitive location, but he articulates the intersection of mission, medicine and the gospel perhaps better than anyone I’ve ever interviewed. Dr. Beryl Akinyi, associate director of PAACS at Kijabe, talks about paying it forward – giving young surgeons the time and effort that was given her, to help them succeed. Please enjoy! David – You’ve been these multiple different places, you’ve seen PAACS working all over the continent, what is your impression on the work? Jacques – The work of PAACS? This is incredible, incredible work. As an African I can say clearly, without doubt, PAACS has been, and it is, and it will be a blessing for Africa. A real blessing for Africa. My real joy is, I come from nowhere, God allowed me to be a general surgeon, then on top of that, God allowed to become an educator with PAACS. I’m so happy to train others, just as Paul trained Timothy. This is my real joy, to train others. PAACS is a real blessing for us. David – Where is nowhere? Jacques – DRC is a huge country, blessed by several resources. But when you go to DRC, you will say what I am saying. People live in poverty, people die of simple health issues, people are not really educated. With all the conflicts that are happening in DRC, I really pray for my country. David – Where do you see yourself 5 or 10 years from now? The ways of God are sometimes difficult to understand. I don’t know why God didn’t allow me to find a suitable hospital in DRC to work and serve my people. He sent me instead to Cameroon to Mbingo hospital. I don’t know know why God has allowed the instability in Cameroon and sent me way down to Malawi. I don’t really understand, but I know as long as I’m on the path of our Lord Jesus Christ, I’m content with His plan for my life. But one day, if He allowed me to return to DRC, I would only say, “Thank You!” Y Interview David: One of the unique benefits of PAACS, you’re training not only surgeons, you are training Christian leaders. When you look at these wide-ranging systemic problems, that’s what you are teaching them to address. What does that look like in how you work with your students and how you are teaching them? Y: It’s really interesting to see how our residents are growing academically, but also spiritually. We recruit residents that are believers, they love the Lord, they want to share what the Lord has given to them. Some of them, they want to be missionaries, to go to remote places to help the needy people. But when they come to the training environment, they get more. We are trying to fit into the curriculum Bible studies, discussions that are related to what they are doing. How can you show the love of Christ to a sick patient? You might heal somebody with medication, but the way you touch the patient, the way you speak to the patient, the way you care for his well-being and the well-being of his family. This in our context, is very important. These are some of the things we try to emphasize, not just to look at the patient as a sick person, but as a person who has spiritual needs. Those spiritual needs need to come up so you will have the opportunity to talk to them. There are various ways we help our residents by demonstrating. As a teacher, I do all I can to help my resident understand why I am so compassionate to my patients. Why should I come and greet my patient? Why should I come and sit at his side and talk to him in a gentle way? Most of our patients are Muslims. It’s so amazing that when you offer prayers to them, they will always say “Yes, pray for me, pray for me so that I will get well.” And if we pray, we pray in the name of Jesus. We will tell them we are praying in the name of Jesus. And if they are healed, Jesus healed, not us. So, we integrate that into the system. We also help our residents to be residents that are telling the truth. That sheds light not only on the patients but on other workers. Did this thing happen? Did you do this test? No teacher, I did not. It helps to know we are not there only for the surgery, for the pathology, but we are saying to our resident, “Be honest in your deeds.” “Did you examine this patient?” No teacher, I did not. When we grow and understand honesty is part of the thing that reflects Christ’s life, it changes things. David: What’s interesting about that, is it shows the trust they have in you as a teacher. Y: One of the things I see in residents or workers, if they see the teacher saying, “I’m sorry, I think I should have done this thing differently.” That changes a lot in the life of the resident, the nurses, the team. For the teacher to say, “I think I made the wrong choice here. It was my fault.” It makes a lot of difference. This type of training I like so much because it carries me, because of who I am, and I should show respect and be honest to myself. If I am wrong, and I know that I am wrong, and I refuse to confess that, my resident will not do that. We know as a teacher, we do things, not intentionally, but if we make mistakes we must come back and confess them. And if we do that, the resident will train in the perspective that, if you are wrong, you have to say that you are wrong. It doesn’t have to be a hidden thing. It is a be a normal thing to say that you are wrong. “I’m sorry for doing that. I will not do this next time.” David: That’s so profound. Sometimes the hardest things to do are the ones that even a little child should know. This is an issue for every medical provider everywhere in the world. Am I willing to own the truth and speak the truth? Y: Really, we have a lot of opportunities. (Our country) is 99% Muslim. Most people who come to our hospital come for their health problems and this gives us opportunities to share Christ with them. It’s sometimes very easy to engage into a discussion with somebody. A few weeks ago, we got a gunshot injury. Somebody went to another country, bought a car, thieves pursued him to his house, and in his sleep, they shot him. The bullet went through the left side of his abdomen toward the right side. It passed in between two vertebrae, did not go into the spinal cord, just passing near. We took him into surgery, repaired about 4 bowel perforations, his ureter was cut, some of the vertebral vessels were so destroyed. But his function was not affected. Looking at the x-ray, “Is he really moving his legs, this man?” Looking at the entry, he narrowly escaped being paralyzed for his life, but it didn’t happen. That really gave us the opportunity to open the discussion, how God was merciful on him. We took the x-ray, showed him what could have happened to him. We opened that discussion, shared the love of Christ with. We are engaging in communication to lead him to Christ. So, trauma, getting into training, if I didn’t know how to repair these things, I wouldn’t have the opportunity to do that, to share Christ with someone. We see such scenarios in our hospitals most of the time. I’m really happy with the vision that PAACS has. We are going to change the way we do medical mission, because the Lord is in the process of changing the way we do medical mission. Why am I saying this? I used to be the only doctor in my hospital. When I came back I spent about 9 months being the only surgeon. I would be on call almost every night. That was the situation of each mission hospital about 20 years ago. Missionaries would come from overseas, they would go to the place where the need is overwhelming, and they would be the only doctor or surgeon in that place until they burned out. Do they have time with the patients, to share? If you look at the workload, you say “No, they probably do not have.” I’m proud to say, today we have 8 residents and we are planning to go up to 10. So, we will train and we will send. We are multiplying ourselves, instead of the past idea of just doing it. And we are multiplying with the local people, who understand the language, the politics, the places they need to go to. Medical mission is changing, it’s spreading, and I think now we are getting it right. Jesus started with 12 disciples, he concentrated on those 12, and taught them, and after that, they went all over. That’s how Christianity came to us, Christianity came to Africa. If they did not teach and also send, it would never happen. I think that PAACS is taking that hope. We are teaching, we are training, we are making disciples, and we are sending them to go spread the word. That is the positive thing to me in this situation. David – What motivates you as a surgeon, what gets you out of bed at three in the morning? Beryl – I’d say in Kenya there is a big surgical need, the fact that I can meet that and later they come back and they’re smiling, that motivates me. The other thing that gets me out of bed, is I’m heavily involved in training of residents. When I see someone comes in so green, and they graduate as a surgeon, to me that’s a very big motivation - we’ve added someone to the workforce, meeting the need within the country and Africa in general. How do you think about, and how do you talk about the surgical need in Kenya? Is there an easy way to describe it? Beryl – That’s one burden of having poor patients coming in late. The other problem comes in terms of workforce, when people are not properly trained to offer the service that is needed. Those who are trained or skilled, especially in subspecialties are very, very few. That means we have increased waiting time for anyone to get their treatment, and that just makes the burden heavier and heavier. That’s what I’d say currently. David – You were talking about how there is very limited sub-specialization, but a lot of you as general surgeons choose an area of expertise a little bit, even if it’s not on a diploma. What is that for you, what do you love doing? Beryl – Two things, I like doing breast surgery and surgical education. Breast surgery is a little bit individualized, direct to one patient. Surgical education, you are multiplying yourself, I’m not just one person doing this, I’m teaching many people at different levels. David – I have watched you in theatre, and you are a very good surgical teacher. You are very patient, very gentle, you are willing to take longer on a procedure so the person you are working with can learn to do it right. How, practically, do you think about surgical education? What are the things you do on a daily basis in your teaching role? Beryl – Currently, because Kijabe is a training site, we have general surgery, orthopaedic surgery, and pediatric surgery fellowship. I am the assistant program director for the general surgery program, but I coordinate the learning for all basic sciences for all these specialties. That has made me read more, but has also made me focus more on the bigger picture, what’s the need for all these individual students? I’m trying to organize, so that in the five-year-time that all these trainees are here, they get what they need to get to make them a better surgeon. As an individual, I’ve had people who invested time in me, so I could be a better surgeon. That drives me, because if they didn’t invest this time and energy in me, I don’t think I’d be what I am today. So, as an individual, I try to use those good qualities, to make me a better teacher for my residents. David – How does faith play into what you do with your teaching and even with patients? Beryl – God has called us to be good stewards with whatever talent he has given us. To me, being a surgeon is what God has given me, and that is what drives me. God has called me to be a good steward with this talent or this gift. Each time I go to the hospital to work, to teach, I do it for God, not necessarily for the patient or for somebody else to see me. If I do it for my own glory, or for the patients or everyone else to see me, at some point in time I will be tired if I don’t get any good feedback. Knowing I’m doing this for God, drives me to be better and better each day, because that’s what He requires of me. I’d say I’m very grateful to Kijabe and over all to the PAACS program for offering an opportunity for me to learn as a surgeon, to do what I love most, and for all the people who invested their time and energy to help me grow. I’m grateful to Kijabe as a hospital and to PAACS as an organization.

Episode 97 (Romans 4:1-25)

30 Minutes In The New Testament

Play Episode Listen Later Feb 11, 2019 29:50

Paul moves to talking about Abraham and how he was justified. Was it by works or faith? Before or after circumcision? What is it that Abraham believes about God and the ungodly? What about David? What kind of God did he believe in? The entire argument is to show that God justifies ungodly people. Daniel and Erick discuss all of this. Have a listen! 1517 Podcast Network 1517 YouTube CHF City Events Support The Work

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DescribeFEAR 011 - Describe Unfinished Business

DescribeFEAR

Play Episode Listen Later Jan 12, 2019 34:47

Join your hosts on an exploration of the business that is unfinished. Do ghosts exist to exact their unfinished business on us? Will Nicole ever truly get over David? What is art? Welcome back to DescribeFEAR. https://www.instagram.com/describefear/

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Serving and Caring for the Flock

Woodland Christian Church Sermons | Biblical Teaching

Play Episode Listen Later Jan 6, 2019

1 Samuel 30:1-24 & John 10:11-15—Serving and Caring for the Flock Lesson 1: The ________ ____________ our proportion instead of our portion (1 Sam 30:24 cf. Matt 25:20-23; Pro 20:6). Lesson 2: In __________ ________ the greatest service is done in secret (Matt 6:1-7, 16-18). Lesson 3: Undershepherds look to the __________ _______________ for our example (Matt 9:36; 1 Pet 5:4; Heb 13:20; John 10:11-15). Family Worship Guide Memory Verses: Isaiah 41:10 Day 1: Read 1 Samuel 30 and discuss: Why did David make the announcement he made in verses 23-24? What was his motivation? Put yourselves in the shoes of those who stayed behind. What reaction might you have to David? What matters more in God’s kingdom: outward activity or inner faithfulness? Busy-ness or fruitfulness? Day 2: Read Rom 12:8, 1 Cor 12:28, Matt 6:1-18 and discuss: Does it matter whether service is visible or “in secret”? Is it absolute? - that is, must ALL service be done in secret? Why or why not? What other Scriptures could you use to justify your position? Regarding the work of deacons, why does this matter? In what specific ways can you pray for the deacons? Day 3: Read John 10:1-15 and discuss: What is the Good Shepherd like? Why should elders look to Him as an example? In what specific ways can you pray for the elders? Pray for those who lead, feed, and care for the flock, and their families (Col. 4:3, 2 Thess. 3:1): Pastor Scott and Gary Sprague Pray for these church members / families: (1 Tim. 2:1, Eph. 6:18, Col. 1:9): Steve & Tammy Martel, Andy & Wendy MacFarlane, Don & Sharee MacKay, D.J. & Molly Malinowski, Peggy Mars Pray for “kings” and those in authority (1 Tim. 2:2): Local: Clark County Fire & Rescue; State: State Rep. Richard Debolt; Nation: Senator Maria Cantwell Pray for the Gospel to Spread Among All Peoples (Matt. 9:37-38): Those we directly support: Rick Terrazas (Rock of Ages) An Unreached People Group: Berber, Southern Shilha (Muslim; Morocco)

god gospel service pray lesson serving pro rescue busy caring faithfulness scriptures good shepherd col cor elders morocco heb flock eph deacons thess shepherding pastor scott read john david what

Shoot - Now What Do We Do?

2Bobs - with David C. Baker and Blair Enns

Play Episode Listen Later Jan 2, 2019 34:10

Blair asks David to make some predictions about the new year, and then they discuss some ways that businesses can prepare for and react to (God forbid) an economic downturn. TRANSCRIPT BLAIR ENNS: David, predict the future. Coming year, the year ahead ... It doesn't matter when people are listening to this or when we've recorded it, but in the year ahead is it going to be a year of abundance or is it batten the hatches, we've got trouble? DAVID C. BAKER: I think it'll probably be right in the middle. I think it'll be- BLAIR: Oh, come on. Make a guess. DAVID: Oh, no but that is a real prediction. BLAIR: Don't you love driving through these small towns and rural parts of whatever country and you see these fortune tellers that read the cards or whatever? And they're all in these shitty little offices. I'm just wondering, how does that work? DAVID: How come they're not in palaces? BLAIR: Yeah. Right. Or the 49th floor of some high rise condominium. DAVID: You talk with your clients, a lot of them every week, and I do as well, it'd be interesting to see what you're feeling right now. What they're feeling right now. My sense is that there's quite a bit of uncertainty, like the stock market wasn't great through last year, and unemployment is still low, and there's some political uncertainty. The world feels a little bit fragile. But really that's kind of in our heads. DAVID: The actual business results have been pretty good for almost everybody in the marketing field. There are a few isolated examples of firms that have struggled a lot. Often because they lost one big client or something like that. But it's generally, firms have been doing really well, and there's thinking okay, is this next year, is this year, 2019, going to be as good as last year? DAVID: I don't think it will be better. I don't think it will be a whole lot worse. I think we'll be lucky to have a similar year. But what do you think? BLAIR: For context, we're recording this on December 21st, 2018. So Happy Solstice by the way. So we're going into 2019 wondering how things are going to shake out. And the stock market, see I don't pay much attention to the stock market but I just noticed that all the gains for the year have been wiped out in the last few weeks. So the market is down. There is discussion within the broader financial markets about whether, or not we're headed for another 2008-ish crisis. There is the global political unrest and uncertainty. BLAIR: But in the face of all that, if you ask me to make a prediction of the year ahead ... this has nothing to do with reality, I realize as I was thinking about it. And only to do with whatever is going on inside of me. But I always believe my future is bigger than my past, to steal a phrase from Dan Sullivan, from Strategic Coach. So I'm an eternal optimist. BLAIR: Now it doesn't mean I think that the market conditions are going to improve next year. I actually don't spend a whole lot of time thinking about this. That's why I'm going to interview you on it. Because you've spent some time thinking about it. And this can't be right, but it's a great way to go through life. I actually think it really doesn't matter what the markets do. BLAIR: If I'm running a well run business, I will be able to survive anything. So, that's the way I think about. And then how I think about a bad year, looking back on it, might be entirely different. But I go into it with this, you might call it naiveté, around what's going to happen. But you should hope for the best and prepare for the worst. Is that the saying? DAVID: Yeah. That's a really interesting perspective. And by the way, you are so messed up in the head. BLAIR: I know. I acknowledge that. DAVID: You think I wouldn't be surprised anymore by the stuff you say. BLAIR: What surprised you? DAVID: Well, you said something really powerful, that I don't want to pass up. I want to make sure that people don't miss it. And that's that from a personal performance, or a firm performance standpoint, next year will be better than last year. And that's separate than what the marketplace might bring us. I think that's really, really smart thinking. DAVID: I want to clarify having, in that broader context, that yeah, I absolutely believe that too. Every one of my clients is going to be running their business better in 2019 than they were in 2018. But what will the marketplace bring them? And I think that's just brilliant the way you just separated those two things. BLAIR: So I've spent a lot of time contemplating the question of, is there such thing as free will? Do we human beings have free will? Then one day I realized, you know what, it's kind of a stupid question. Because the answer is it doesn't matter. You should live your life like you have free will and you have total control. And I feel the same way about business. BLAIR: You should operate your business like you have complete control over what happens. Because I think in those moments when we feel helpless and out of control; and if we have a tendency to blame the market, really most of us we're running businesses that can survive a downturn in the market. If we're making correct and courageous decisions and preparing ourselves appropriately, it really doesn't matter what happens in the market. BLAIR: Now there are some exceptions to that. Maybe we'll get into that. Because some vertically specialized firms in particular are more susceptible to an economic downturn. Is that right? DAVID: Right. For sure. I think of this as ... so you, the people listening to this, are the captain of the ship. You're standing on the deck, and you can't control the winds that are going to come your way, but how far out should you look so that you can take corrective action if you see an iceberg coming. That's kind of your job as the captain. You can't just rail at the winds, assuming that you're going to change them. But you can get your crew ready. You can think about the decisions you need to make, as far in advance as possible. Think about the culture of the crew and all of those things. DAVID: So it's a unique balance that nobody else at the firm has to think like you do with a finger firmly on the immediate pulse, but also looking far ahead, and making those smart decisions that way. BLAIR: Okay. Let's begin by talking about those things that our listeners can do to prepare before a downturn even hits. So if you suspect, or if you're worried about the economic conditions in front of you, wherever you are in time, what are some of the things that you should do to prepare yourself? DAVID: Well, one of the things that you might do is think about, rather than building a much more expansive, slash expensive, amount of money going to people, you could give somebody a one time bonus, instead of building that amount into their usual salary. Because it's very difficult to take money away from somebody, so that would be one thing that you could do. I don't mean a Christmas bonus. I just mean, instead of an annual bonus, maybe you'd give them just a one time bonus, rather than raising their compensation. That'd be one thing to think about. DAVID: Obviously if you've been doing the opposite for a long time that's going to raise a few eyebrows, but it also might just be prudent thinking, and say, "Hey listen. You've kind of maxed out within the salary range that we set for your role. But you've been a fantastic employee. I don't want to build a whole lot of fixed, higher money going to salaries, but I do think you deserve something. So here it is." I think that might be the first thing you probably think about. BLAIR: I think that's a great way to phrase it. Because as you were describing it I was thinking, well how do you communicate this? So you communicate it by saying, "I want to acknowledge your good work." I guess this is my question. Would you acknowledge nervousness about the market? Because of the market et cetera, I don't want to build in higher, fixed salaries. Or would you always come back to, you've kind of maxed out in the salary band. Is it appropriate to communicate to your people, I'm doing this move because I'm concerned about the larger economic conditions? DAVID: Not unless not mentioning it would strike them as odd. So if they are feeling the same thing, because of what they're seeing in the news, and what you're talking about. And if you don't acknowledge that potential for something right around the corner then I think you're going to look kind of stupid. But if saying that feels more like an excuse to them, then I wouldn't say it. So just sort of acknowledge what is widely viewed in the marketplace. I think that's how I would view it. BLAIR: So preparation point number one is to consider bonusing people rather than building salary raises into fixed compensation. What else should people do to prepare? DAVID: I'm really just working down the income statement thinking about where most of the money goes. Right? And most of the money goes to people. Where does it go next? Well it used, and this is kind of changing a little bit, because of how expensive benefits are for people. But where it goes next is facilities. DAVID: So this is not the time to sign a 15 year lease. Right? It might be as long as you have some outs. And those outs are the ability to sublease to somebody else, or the ability to give them six or twelve months notice at any point in the lease, and walk away from it at that point. Or maybe if you're providing a personal guarantee for the entire term of the lease, that personal guarantee is capped at some certain amount. DAVID: So when you think about how you might need to adjust the size of your firm, other than people, facility is the next thing to think about. So just really careful about some of those long term decisions that you're making. BLAIR: Okay. That makes total sense. What else? DAVID: This is one I want to talk about together. And it's just this notion that lead generation, if done well, is this massive fly wheel. Where I grew up we had to supply our own electricity, and there's this diesel generator. I remember how slow that thing would start. You'd have to crank it over by hand and it would go ... little faster, faster. And then once you turned it off it would take forever to slow up. You could lose a hand if you put your hand in there too quickly. That to me is what lead generation is like. It takes so long to spin up. DAVID: So if you don't have your own lead generation plan well in place, before some sort of downturn hits, then you are screwed, my friend. Because it just takes so long. People are always asking me, after we fix positioning and lead generation at a firm, and you're doing the same kind of work as I am, well what results should I expect? How long should this take? And the answer isn't the same for everybody. But frequently it sounds something like this. "Well, if you do everything right, you should expect to land the first right fit client in about six months. And then about every three months you're going to land another one." And they look back at you thinking, that is not what I expected to here. DAVID: So you've got this downturn that hits and then you decide to get your act together. Sorry friends, it's too late. You know. What do you think about how long this kind of stuff takes to spin up? BLAIR: Well, and both of these issues, positioning, and lead gen in particular, they also affect how you see the new business position. So if you don't have the flywheel, the lead generation flywheel moving already, by creating content, building a reputation, et cetera, putting stuff out there that positions you and drives inbound inquiries. If that's not happening and then you hit an economic downturn ... and let's say you've got the new business seat is empty, and you decide oh we need new business, we have to fill it. You're going to look at the new business seat as you want to feel it with somebody who does lead generation the old fashioned way. The outreach, the cold outreach way. BLAIR: And when times are good and your lead generation flywheel, to continue the metaphor, is turning with little effort, then most small to midsize independent firms, probably don't need a business development person who is its salesperson. They need somebody who is actually good at navigating a sale to a close. BLAIR: Just very quickly, if you need your new business person to generate leads for you, rather than navigate the leads that marketing is generating for you, than you want somebody who has got a very high competitive drive. Who's rejection proof. Who goes, goes, goes. Who talks people into things. When leads are coming from marketing then you tend to think of a salesperson as somebody who is a little bit more patient and consultative, who's good at navigating. Is a little bit more discerning, so they have a lower competitive drive. And they're good at navigating opportunities through to a close. And in a lot of firms that can be the principal or another senior person. BLAIR: If your lead generation flywheel is turning you don't need that kind of old school typical new business person, who's out there smiling and dialing. DAVID: Right. BLAIR: But as soon as the downturn hurts and you realize that you haven't done the hard work on the lead generation flywheel issue, then you're going to panic, and you're going to go looking for a salesperson, lead generator, who's going to smile and dial and try to talk people into things. DAVID: I always picture those people driving a Taurus for some reason. BLAIR: Why? DAVID: I don't know. They drive 300 mile max trip and it's usually a dark colored Taurus, and they're wearing a polyester suit. Maybe I'm a little prejudiced about those sales people. BLAIR: Yeah. Maybe you are. DAVID: Yeah. Maybe. BLAIR: Okay. So we're talking about preparing for a downturn. You've talked about trying to keep your fixed comp lower by maybe bonusing people, rather than raises. You've talked about being careful about signing long term leases. You've talked about do your positioning and lead generation planning and work in advance, so that the flywheel is still spinning even in a down economic period. What else? Anything else on the preparation list? DAVID: Last thing maybe would be just to pay down as much as possible, the debt that you've already incurred from either ignoring operational issues that you should have solved in other ways, or maybe from the last downturn, or whatever. Get that off the books. Because when you are looking at reducing your monthly outlay there are some things that you simply can't touch. One of those is the debt. So if you have debt, still on the books, in a downturn, you have to cut the people side even deeper than you would have wanted to. You can't cut the facility. You can't cut the debt. So you have to cut the people side deeper. DAVID: So you really want to focus there, and in particular you want to focus on any debt that's personally guaranteed. Which for any smaller firm listening, almost all of it is. Even the credit cards. That would be like a term loan from a bank or a line of credit. Sometimes in the bigger firms, it's not. If there's a distinction there and some of the debt is personally guaranteed, and some isn't, then focus on the part that's personally guaranteed. So that if there's a really big disaster and we have to walk away from the firm you won't be as harmed personally outside of the corporation, that is the business. BLAIR: Yeah. This in a previous episode we talked about the idea of steady pressure and a pulse of something hitting. So the steady pressure in this case might be debt. You're carrying an unnecessarily high debt load, and then the pulse is rapid economic downturn. You've talked before about how ... I don't know if you abhor debt, but you can correct me if that's wrong. I think you've got a great line about how debt covers up some other issues. Right? It hides things. Is that right? DAVID: Right. Right. Debt is okay in some cases. I personally hate it for anything except for appreciating assets. But where I particularly hate it is where it's just covering up sins that need to be solved in other ways. Whatever the reason for the debt that's on the books, get rid of it as much as you can before a downturn. Then of course if the downturn does hit you could borrow again. I don't think you should. You could borrow again. But mainly it's about giving yourself the flexibility of not cutting more people than you would have otherwise done. BLAIR: Yeah. If you're carrying a lot of debt in good economic downturns, the likelihood of you surviving an economic downturn is not good. BLAIR: So let's move from how to prepare to how to react. So let's say, God forbid, the market keeps dropping. Other things happen. And we get something close to what happened in 2008, and a big part of the economy kind of takes a big hit. Or freezes outright for a little while. I think you're a big proponent of having a plan. Right? Essentially having a plan, in writing, that you enact at the appropriate time. Is that fair? DAVID: Yeah. Because it's very emotional when it hits. So whether it affected the world around you, and you weren't being singled out, or whether it was just you losing a big client. Whenever that happens it tends to freeze you. It's emotional. You don't know exactly what to do and the best way to prepare for that, I found, is for you as a management team to get together before it happens, and put two plans together. One is the adjustment plan. One is the survival plan. And you put it in a folder. I mean, maybe it's not really a physical folder, where somebody could find it. Maybe it's just in a folder on your computer, or whatever. You just pull that plan out. It will still need to be modified a little bit. But it's a fantastic starting place. DAVID: The adjustment plan would say, "Okay. We probably need to get rid of this one administrative person. We're going to need to slim down and have two fewer account people. Whatever." Then the survival plan is much deeper than that. "We are going to sublease half of our facility. We are going to stop our cooperation with this other firm that we've been doing. We are going to put off this particular purchase. We are going to draw down our line of credit, up to this amount but not a penny beyond that. I am going to cut my salary." Whatever all of those things are. You just pull out the appropriate plan. The adjustment plan or the survival plan, and then you put it into place. DAVID: If you haven't done that then you're typically going to lose two or three weeks worth of very valuable time in reacting the way you probably should. BLAIR: Okay. So I'm imagining, it's a little bit of war planning or just scenario planning. You have these two folders. Here's what's going to happen when things go bad. But I also imagine that that subjective measure of when things go bad, changes as things are going bad. So you probably should have some objective measure that says, when this happens or when revenue or AGI per FTE, or when this client leaves. Or a client of a certain size leaves, or whatever. Is that what you're saying? And if so what would those objective measures be? DAVID: That isn't what I was saying but I really like adding that. Because otherwise, you just don't know when ... so if we were part of the military planning in the U.S., we might say, "Okay if North Korea launches this missile, this is what we're going to do." That would be very easy to measure. But if we say, "Okay how do we measure our relations with that country getting worse, and so on." DAVID: So one of the things that I've seen some firms do is that when they add generous benefits ... so they say, "Okay we're going to pay for everybody's parking now." That makes sense. A lot of firms say that. But what they don't do is they say, "We're going to pay for everybody's parking now, because now our fee billings per full time equivalent employee are above X. And by the way, if they drop below X again, then we will no longer be able to do that." So they layer the generosity, and they tie those individual layers to specific performance metrics. DAVID: The ones that they would particularly pay attention to would typically be the fee billings per full time equivalent employee. Or it could be net profit. That net profit frequently would need to be indexed so that if the principal pays themselves less money to help get through a downturn, we recognize that. And say, "The net profit lower would be a whole lot lower if I hadn't lowered my compensation." So, that's what I mean by indexing that. DAVID: But I like that. So we're going to go to this folder if we lose this client. Any client that represents more than 25% of our billings. Or we're just going to go to this folder if we have two quarters in a row with less than five percent net profit. Or something like that. That's how I would think about it. BLAIR: So I think our listeners need to go out and buy one orange folder and one red folder. DAVID: One red folder. Right. BLAIR: Okay. What else should we be thinking about in terms of our reaction plan? DAVID: You know when you work with a firm, and I work with a firm, and we're sitting there looking at their situation for the first time, it's really obvious to both of us that the roots of what they're struggling with came about many years ago, or many months ago. Then you stop and say, "How did that happen? What led to that?" And frequently it's when they began to chase cash instead of chasing profit. DAVID: So they had these people that were working for them. They didn't want to lay them off. So they said, "Okay I know this is not an ideal client but at least it's something for them to do. We're not going to make a lot of money, but we'll make more money than if we didn't take work for them." And that's fine if you want to do it. But what you don't want to do is lie to yourself here and say, "And then when things get better we'll convert them into the good client that we had hoped they would be at the first." That is simply not going to happen. It's very unlikely that that's going to happen. DAVID: What you want to do is not necessarily, you wouldn't be able to drop this edict on yourself and say we're just never going to chase cash. We're really going to chase profit only. That's probably unrealistic. But at least be honest with yourself and say, "We are going to take this client. We're not going to make much money. But at least it's going to cover our overhead. We know that as soon as we are able to we are going to replace them with a client that will deliver profit to us." So just being honest at the very beginning and recognizing when the switch in your head flips, and you chase cash instead of chasing profit. BLAIR: That's a really important point. And you wrote something years ago, and I quoted you again within the last two weeks on the subject. I think the article was titled, it wasn't the title it was the point of it. Most cashflow problems are profitability problems. DAVID: Right. BLAIR: And somebody said to me the other day, "Oh yeah, we're going to do X. It's just an issue of cashflow." And I probed deeper into that to try to determine whether it was a cashflow problem or a profitability problem. But the interesting idea there is some people know it's a profitability problem. We're just not getting validation from the market that what we do is actually worth something. And others are somewhat delusional about it. So they might know it and they might be spinning a story to you. Others might be spinning a story to themselves. BLAIR: So you're saying, be honest with yourself. First of all. About whether or not we're talking about cashflow or profitability. But in this specific situation, I really like how you said it, it's unrealistic to say never take something for the cash. Because there are times when you've got good people sitting there with nothing to do, and along comes a project that isn't profitable, and you think, 'yeah, what's the harm. It will keep them busy. Maybe they'll enjoy it. There's no profit in it for us but allows me to keep those resources around.' So you're saying that perfectly valid. Just be honest with yourself, and maybe your teammates or your leadership team about what you're doing. DAVID: Yeah. Exactly. And when you mask a problem and say it's cashflow, what you're really saying is this is a problem with my clients. If you said profit, that's really a problem with the way you're running the business. So it's easy to deflect some of the decisions you're making around that. DAVID: You know the other thing I would do too, working down this list, is just about, do you really want to continue this business? In the past it never seemed to be an option to just close the business because there was so much stigma attached to that. But I don't see that stigma in the marketplace anymore. I don't see the stigma of failure like I used to. In fact, I see more stigma associated with people who stick it out, and they really shouldn't. Instead the courageous decision is not to stick it out. The courageous decision is to just stop it. Right? DAVID: But you want to make that choice for yourself. Like every professional athlete, they want to chose when they stop. They don't want their contract to not get renewed, or get shuffled down to a minor league team or something. Just deciding, making a good decision, early on, and not just bleeding all of the money that you do have out to fix this thing that in the end never gets fixed. BLAIR: Now you work with about 50 firms a year. How many times a year are you advising your clients to shut their businesses down? DAVID: About, probably two a year. So four percent or so, of those firms. BLAIR: Yeah. Yeah. Okay. What else is on the list of how to react to a downturn? DAVID: Maybe you need to get rid of that partner. Maybe this is the right time to do it. The firm will never be cheaper if you need to pay them out. This is going to be the cheapest you'll ever get it. That would be one way to look at it. BLAIR: So I'm imagining a firm of two partners, and both partners are listening individually, and they're both thinking, 'Yeah.' DAVID: Yeah. BLAIR: I'm going to get rid of that other partner. DAVID: And they're trying not to flinch as they listen to betray what they just thought of. Yeah. BLAIR: Okay you're both in the car together. You're not making eye contact. This is getting really awkward. You better stop for coffee. Or switch to country music. DAVID: Surely it's not that bad. We don't have to go to country music. BLAIR: We can stop right now. We're done. This podcast will not get any better. DAVID: It probably won't. Why do you not get through a tough time, if you do have a partner? You would think that having a partner would make it easier to get through a good time. When in fact sometimes it's just that you're not on the same page. You're not pulling the oars in the same direction. I often think that, oh there's a great opportunity to adjust your partnership. Especially if this highlights how one of you is just not carrying your share of the weight. BLAIR: Insert awkward silence here. We just stirred up a whole hornets nest, didn't we? Anything else on your reaction list before we get to things that we don't dread about a downturn? DAVID: No, that's about it. Those are the big things. But if you get those you've covered almost all of it. BLAIR: Okay. So I'll just recap. So it happens, you've got to have two folders. One is like things are going bad and when things are really bad. You want to have objective measures where possible. You want to know who you're going to layoff because as you've pointed out, that's probably the easiest part of your overhead to deal with, is the personnel. Don't chase cash instead of profit. Unless you're honest with yourself about what it is that you're doing. Think about shutting it down if it's appropriate. If you're thinking of getting rid of your partner, now is a really good time to do it. Probably financially as well. Okay. BLAIR: So you and I have talked about this before, in private conversations. We have each talked about this from a stage, or written about it. But a downturn isn't all bad, is it? Why? Why isn't it bad? DAVID: No, and I'd want to hear what you have to say about this because you have a very strong evolutionary way of thinking about this. Right? BLAIR: Yeah. DAVID: You see animals killed where you live and you realize it's a part of life. Maybe firms dying now and then is a part of life. It just sounds so cruel when we say it, right, but thinning the herd is okay. If maybe you don't survive, maybe you didn't deserve ... did I just say that? Maybe you don't deserve to survive right? BLAIR: Yeah. DAVID: And if you do survive than tomorrow you're going to have fewer competitors. And it's kind of sad for them, but it's kind of a good time, too, right? Oh that just sounds so awful saying it. BLAIR: Well first let's put it in a larger context. Because I think for most of listeners here, let's just acknowledge, we're all very fortunate to be born when we're born and where we're born. And to be running businesses. And if our business fails what's the worst that's going to happen? If we've been successful entrepreneurs to a point, and our businesses fail, then we will regroup and we'll be fine. We will start another business, or we will go work for somebody else, and we will put those skills to bear. BLAIR: A small number of people, for whatever reason, whatever else they're dealing with in their lives, it's not going to be so easy. So let's just acknowledge that there's always some human suffering. But as we talked about in one of the podcasts a couple of episodes ago, the worst case scenario really, for most of us, isn't all that bad compared to most of the population on the planet. BLAIR: So with that greater context, the idea is that a downturn is like a disease running through an animal herd. It kind of kills the sick and the weak. And in some ways it's a horrible ... well it's a ruthless metaphor. It's not horrible. But in the end it makes the herd stronger. There have been times when I've heard you say, you know if you've opened a design firm in the last ten years, and you haven't made money, then you're an idiot. Because the economic times have been so good that all you had to do was- DAVID: Did I really say it like that? BLAIR: Yeah. Maybe on paraphrasing. But you've essentially said, times are so good that it's really hard not to make money. We have to make exceptions for the exceptional situations. Like when you're young, you're just starting out. You're highly leveraged debt wise. Taking all this risk when you're just starting out. I'm a big fan of those people. And other things, you care for a sick loved one, et cetera. There are all kinds of extenuating circumstances. But generally speaking there are some firms that continuing with the ruthlessness streak, that the world's just not going to miss. DAVID: Right. BLAIR: If they go out of business. Because the honest to God truth is they weren't creating value in ways that other firms, that may have been somewhat similar to theirs, were creating real value. So if you're not creating real value in the world, and an economic downturn hits and your firm gets wiped out, you can feel sorry. You can say, "Oh the odds were stacked against me." But statistically the odds are probably that your business isn't going to be missed. DAVID: Yeah. BLAIR: So what does that do to the profession? It makes it stronger. At least in theory it does, doesn't it? DAVID: It does. And even though it does sound callous I concur exactly with what you're saying. So if you are running a firm right now, and you know how well you're positioned, you've got this lead generation flywheel spinning. And you've got good people, and you don't have a lot of debt. What if next year is bad? In the world around you. What if the environment does take a turn for the worse? In some ways you ought to be rubbing your hands together, and saying, "Oh man. This is going to clear my head. I can't wait to make sharper decisions and to think more clearly about this. And to not tolerate some of the poorer performers that I have. And to use my time more wisely. It's okay." DAVID: So as we face some of the uncertainty that's coming up, I hope the people that get nervous are the ones who should get nervous. And they get off their asses and start fixing their lead generation problem, mainly. That's the big one. I know you've got some events coming up. I've got some events coming up. People need to take that sort of stuff seriously. Or if they just know what the answer is, then they just need to get off the couch and start doing things. Those are the people I want to hear this and just really implant this sense of excited, not urgency, but excited about the future. Excited about taking their firm a little bit more seriously. I think is a message we want for people. BLAIR: You wrote to me an economic downturn is like a breath of cold, fresh air, on a cold winter day, in the mountains. What the hell did you mean by that? DAVID: You just can't ignore it. You just climb out of the tent and ... oh my goodness. It opens up your lungs in a way that it doesn't. And you feel alive, like you're never going to feel alive in an apartment in a city somewhere. Right? BLAIR: Yeah. When I read that I thought some of us our wartime CEOs. When there isn't something wrong, when we're not under attack, by say a competitor or a larger economy, then we are not at our best. When you see threat on the horizon that's when, you know it's like that bracing cold air. It's like, all right. I recognize that in myself. I don't know if you see it in yourself. I recognize it in some of my clients. BLAIR: There's nothing like a little bit of threat to reinvigorate you about your business. And that's what I was when I read your line that an economic downturn is a breath of cold, fresh air, on a clod winter day, in the mountains. DAVID: Yeah. And I didn't mean that as a Hallmark card either. I meant it as a terrifying, sort of invigorating statement. BLAIR: Yeah. DAVID: This has been fun. BLAIR: It has been fun. So let's just leave our listeners with this. We hope an economic downturn is not in your immediate future, but if it is we'd like you to think about it, like a breath of cold, fresh air, on a cold winter day, in the mountains. Okay. Thank you David. DAVID: Thank you Blair.

112 在飞机上用餐英语怎么说？

第一輯學英語環遊世界

Play Episode Listen Later Dec 9, 2018 6:57

David：What are my choices for lunch?戴维：午餐有什么可以选？Flight Attendant: We have beef with rice and fish with noodles. Which would you like?空乘：有牛肉饭和鲜鱼面，您要哪一种？David：Fish with noodles, please.戴维：我要鲜鱼面。Flight Attendant: Would you care for coffee or tea?空乘：要不要喝点咖啡或茶呢？David：Coffee, please.戴维：请给我咖啡。最新的节目更新请搜寻订阅“学英语环游世界”专辑，或Fly with Lily系列专辑，喜欢就订阅分享，还有一个五星的评价，会让我继续努力！FB/IG/Line@：flywithlilyWebsite: flywithlily.com公众微信：iflyclub、englishfit

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YA: Glad

I Love My Shepherd

Play Episode Listen Later Dec 6, 2018 13:33

ILMS 11 – YA: Glad YA series – ilovemyshepherd.com/ya Psalm 46:4 4 There is a river whose streams make glad the city of God, the holy habitation of the Most High. What do you picture the place where God dwells? Where does God live? We are His habitation! Why this matters… Sometimes life feels like a big ball of Christmas lights What can God do with that giant ball of Christmas lights? Psalm 16:8-10 A psalm of David What do you remember about David? David was secure in God alone even after he made his own mess of life and life messed with him. What makes our hearts glad? What makes God’s heart glad? Who holds your ball of lights with you? Challenge: Name one person who you can trust in to help untangle your Christmas lights with you. Name on person who you can be that person for today. Jesus makes Glad. Jesus makes Joy.

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RR 389: Developer Environment with the Panelists

Ruby Rogues

Play Episode Listen Later Nov 20, 2018 54:35

Panel: David Kimura Eric Berry In this episode of Ruby Rogues, the panelists talk amongst themselves about their favorite software, equipment, and apps. Both Eric and David thoroughly share their preferred picks within these categories, and they explain how and why they use the specified item. Check out today’s episode to hear more! Show Topics: 0:00 – Advertisement: Sentry.io 1:03 – David: Welcome! Today, Chuck is not feeling well. I am David and today we have Eric Berry on our panel today. It is just the two of us today. I want to talk about our development environment. What is your setup like? Do you have an office space and your hardware? 1:58 – Eric: I Have a room in my basement that has everything that I need. I do work from home. There is my guitar, my geek toys and more. For my hardware I am using 2017 MacBook Pro (16 GB of ram). The 13-inch is convenient, but I upgraded b/c I do a lot of traveling. I do pull the iPad out and use DUET. You no longer have to use a cord. I have a monitor that is 30-inches and it’s gorgeous. That is my hardware setup. I am not a mechanical keyboard guy, and I stick with the Apple super flat keyboard. I do use Bestand – it’s a holster for the keyboard and the track pad. What do you have? 4:35 – David: I have a Frankenstein setup. My needs change, over time, and when that changes my hardware changes. Back in the day I did not have a Mac and I used a Windows machine. I used to be a gamer, but then met my wife and then stopped b/c she didn’t like for me to waste time. My setup is more proper. I have a baseline iMac Pro b/c there was a great deal of $1,000 off. The other option was an iMac. I like the desktop b/c that’s where I do work – at home. It was a $4,000 investment. I am on my computer ALL the time it was worth it to me. I got the wall-mount for me, and I have more monitors wall-mounted, too. 8:00 – David: That is my monitor and computer setup. I have an eco-rhythmic keyboard b/c of childhood injuries. I have a really old Microsoft keyboard from 2005 something. It was cheap but I like the style of it. For my mouse I have a Logitech mouse. I love the feel of this thing. It has a side scroll left and right, and up and down. Especially when I am looking at code. It helps with my video editing, too. My mouse is my favorite to-date. I don’t have too much plugged into the Mac. I have a GoDrive, which has everything on it – my whole life’s work is on there. If there is ever an emergency I know to grab that. Back things up in case of an emergency would be my tips to you all. 11:40 – Eric: I have struggled with backing things up actually. The problem that I have is that I am constantly moving my laptop. I have this guilt and fear of doing it wrong. 12:33 – David: I have this work laptop – I don’t back that up every day. David gives Eric his suggestions in regards to backing files up. David mentions Back Blaze. 14:05 – Eric: That makes sense. I live in the Apple eco-system. I have my phone, watch, 40 iPads, laptop – everything backs up to the Cloud. The date we are recording this is 10/30/18. Apple just announced a new upgrade. I feel like this could compete with an actual laptop computer. Eric asks David a question. 15:35 – David: ...My main problem with that is that you might already have a developmental machine. It’s a stationary computer then it’s not feasible to take on the go. I do have an iPad Pro and I will take that on the go. I can login to my home network. BLINK – I used on my iPad Pro. David continues to talk about his setup. 19:00 – Eric: I kind of agree with you. I have seen it used quite a bit. My brother does everything online for his job. The pros are that if you are training, and his company is configured that way. The pros is that you can code from anywhere on anyone’s computer. I am glad that it DOES exist. It’s not Cloud9 but someone does offer... 20:20 – David: I think going to a solo screen does hurt my productivity – working on the iPad vs. working on the computer. I could get faster and faster but only to a certain degree. If you have the resources – then I don’t think it’s sustainable. However, if you don’t have the resources it’s better than nothing. At least you are coding and that’s important. 22:15 – Eric: I think of the audience we cater to with Ruby Rogues. I wonder if our listeners are strapped for cash or if they do have the resources to get the job done? 22:48 – David: If you don’t have a lot of money, you don’t have to buy a Mac. If Cloud hosting isn’t your thing there are different options. You have DOCKER, and use Windows as your main editor, and the WSL. I wanted to do a test – I bout a laptop for $500-$700 and you can get away with doing what you need to do. Learning how to program and code with what you have is great! 25:00 – Advertisement – Fresh Books! 26:05 – Eric: Let’s talk about the software developer environment. Nate Hopkins isn’t on today, but you can’t change his mind – I am VEM all the way. I think Cuck is EMAX. 26:43 – Eric: What do you do? 26:45 – David: I use VS code. David talks about the benefits of using VS code. 27:37 – Eric: Yes, 100%. I met the lead engineer behind VS code. They just made a new announcement. I have been using VS code for quite a while now. The integrated terminal and other features are awesome. Pulling me out of Sublime Text was a really, really hard thing for me. 29:28 – David: Sublime text, yes, but I got tired of the 40-year long beta, and the lack of expanding it, too. VS code has won my heart over. 30:53 – Eric: My guess is that they are going to leave it alone. I am sure they will connect the 2 teams. Think of how much work has gone into ATOM. That would be a hard pill to swallow. 31:20 – David: At the end of the day, though, it is a company. You don’t need 2 different editors when they do the same thing. 31:40 – Eric: I would have to disagree with you. Maybe they won’t merge the 2 but they just become different between ATOM (React and React Native) and... 32:22 – David: Why would a company cancel something only have 1 season? (Clears throat...Fox!) 32:58 – Eric: I open very large files with Sublime. Sublime handles this very easily. This goes back to: why am I opening up very large files? 33:31 – David: It’s a log file don’t lie. 33:40 – David: What browser do you use? Safari? 34:03 – Eric: Safari is nice for non-developers. Safari is lightweight and very fast. I have been a browser whore. I go from bedroom to bedroom from Opera to Firefox to Chrome. I fall into the Chrome field though. I have a problem with Chrome, though, and that it knows me too well. Google can sell my data and they do. 37:14 – David: With BRAVE, weren’t they doing something with the block chain and bit coin to reward you for browsing? 37:38 – Eric: Yeah I think that’s being run by... 38:03 – David: I still use CHROME b/c I like the extensions. It’s important to know why you are picking a certain browser. When you are talking about development you need to know who your target audience is. What kind of apps do you use? 39:54 – Eric: It’s interesting to see how much traffic the Android Browser gets. You want to switch over to other parts? For my tech software...I use Polymail.io for email. I use THINGS to keep me on-track, I use SLACK, BRAVE BROSWER, iTerm3 and MERT. I use FANTASTICO (calendar), and I use BEAR (for my note taking). What about you? 41:21 – David: I use iTerm3, too. I’m on 3 different Slack channels. I have been using DISCORD. Other tools that I use are SPECTACLE (extension) among others. I try to keep it slim and simple, though. Another one is EasyRez (free download) and you can adjust the screen resolution on your desktop monitors. It’s important to target my audience better. I do like PARALLELS, too. 44:24 – David continues: Screenflow, Apple Motion, and Adobe After Effects CC. 45:04 – Eric: I use 1 PASSWORD and BETA BASE. 46:04 – David: Have you heard of Last Pass? 46:15 – Eric: Oh sure! I have been using though 1 Password and I guess there some loyalty there. 46:54 – David asks Eric a question about 1 Password about pricing. 47:12 – Eric: I want to pay with money than with something else. 47:23 – David: It’s owned by LogMeIn, and they have tons of experience with security. 48:00 – Eric: I am going to put an article here that compares all these different apps so you can see the similarities and differences side-by-side. 48:40 – David: Anything else? Banking passwords? 48:54 – Eric: Nah, I am excited to see where we are. I like Mojave for the desktop but I don’t like it for the constant number of resets that I’ve had to do. I love what I do. 49:34 – David: Yeah, I agree. I haven’t experienced any major setbacks, yet. 49:55 – Picks! 50:03 – Eric: I think this whole episode has been PICKS! 50:15 – Advertisement: Get A Coder Job! End – Cache Fly! Links: Get a Coder Job Course Ruby Rust Ruby Motion Ruby on Rails Angular React React Native Komodo Bestand Duet Atom.io EasyRez Polymail.io Docker Adobe After Effects CC LogMeIn Brave 1 Password iTerm3 VS CODE iPad Pro Last Pass GoDrive Mojave EMAX Back Blaze Discord Sublime Text AWS Cloud9 StatCounter GitHub: Mert Bear App Process.st Pi-Hole Sponsors: Sentry Cache Fly Fresh Books Picks: Dave ProxMox Pi-Hole Eric Open Source Funders

A simple reminder: Jesus is the TOTAL fullness of God in human form. In the Book of Colossians, Paul teaches us something simple, yet very critical: All the fullness of God was in Jesus in human form. For many of us, that is simply a reminder. Yes, we know Jesus is God. But there can be a big difference between “head knowledge” and “heart knowledge.” My desire is for you to have heart knowledge of Jesus and Who He is. Remember the stories of the Old Testament that we grew up with? When God parted the Red Sea through Moses or defeated Goliath through David? What about when He provided manna to the people of Israel when they were in the desert? Over and over again, God shows us His power. And it is THIS power that lives in Jesus. We serve a mighty God who loves us. We follow a powerful Savior who provides for us. I simply want to remind you, today, that Jesus IS God and God IS BIG!

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BBITM 10/29/18 - KELLY'S CRASH / DAVID'S LOVE NOTE / BRANDON LOVES BISCUITS

Brandon Baxter In The Morning

Play Episode Listen Later Oct 29, 2018 44:00

Brandon's family takes on a big house project. Halloween is now Brandon and David's FAVORITE holiday. David describes his weekend in "3" words. Kelly gets in an accident. What we were listening to over the weekend. Who's hitting on David? What's trending today? Gotcha Gossip- Channing Tatum's Divorce final. People are Crazy: Criminal found through Facebook. Halloween Movies. We celebrate birthdays! Country Music News: Miranda Lambert escorts out loud fan. David insists Brandon has missed the boat. Brandon's family tried to watch scary movies. Haunted Houses. What's on TV tonight?

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When God Says No

Valley Sermon Podcast

Play Episode Listen Later Oct 28, 2018

We see how the stories in 2 Samuel 6 and 7 guide our exploration of David’s life. What might it have been like to be David? What were his desires? What were his hopes? What did his relationship with God look like? How did he feel when God stopped the progress of his plans? How would you feel?

god god says david what

#14 Interview With Fraser Mcdonald

Property Sourcing Profits Podcast

Play Episode Listen Later Sep 16, 2018 33:23

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.

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S03E09 - Hang For A Half

Rock Chalk Talk: for Kansas Jayhawks fans

Play Episode Listen Later Sep 14, 2018 52:41

Today, Andy is joined by Josh Klingler of 610 Sports and the IMG Sports Network to talk Kansas Women's Soccer, and by David Anderson of On The Banks to talk about the Kansas-Rutgers Football game this weekend. Topics discussed: Kansas Women's Soccer with Josh: -How did you get involved with calling the games? -Was this team expected to be this good? -Katie McClure and Grace Hagan -Sarah Peters in Goal -Differences between the college soccer game and more familiar versions of soccer. KU-Rutgers with David: -What have you seen from Rutgers this year that might make you think they are trending up? -Is Art Sitkowski expected to play? -Evaluation the Rutgers program the last few years. -Surprised by the betting line? -Biggest keys to the game. -Predictions -Is this game going to be as painful as everyone expects? Follow Andy on Twitter: @mister__brain Follow Josh on Twitter: @joshklingler Follow On The Banks on Twitter: @OTB_SBNation Find On The Banks at www.onthebanks.com You can visit David's personal site: www.bigdippin.com We want your input on the podcast. If you have something you would like to talk about on the podcast, or any suggestions for people that we should try to talk to, let us know by emailing us at rockchalkpodcast@gmail.com or on twitter @RockChalkPod. Find us on iTunes: https://itunes.apple.com/us/podcast/the-rock-chalk-podcast/id1294906568?mt=2 This podcast is powered by ZenCast.fm Learn more about your ad choices. Visit megaphone.fm/adchoices

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#13 Interview with Co-founder of Aspire Properties, Dan Buchan

Property Sourcing Profits Podcast

Play Episode Listen Later Sep 9, 2018 38:54

Coming to you live from the Book Writing Bootcamp in Mallorca, your host David Siegler interviews established speaker, trainer and mentor and Co-founder of Aspire Properties Dan Buchan. Dan and his business partner Jamie Yorke have packaged over 1000 deals and now also focus on, No Monday Down strategies with Progressive Property. In today’s episode, David and Dan discuss how to attract the right investors, where to find them and why credibility is essential to seal the deal. Firstly, understand that you’re not dealing in property, you’re dealing in a vehicle to make people money and your credibility comes from serving them in the best way possible. Finally, Dan explains why mindset is number one and that the ability to grow and the ability to raise finance lives on the boundary between challenge and support. Value yourself more and centralise yourself in one place, and let the investors come to you. KEY TAKEAWAYS David: How do you decide what interest rate to pay your investors? Dan: The biggest mistake we made was overpaying and over offering in order to seal the investment. The issue we found is if you offer investors anything more than 10% it’s deemed to be very risky. We now prefer to offer interest-only investment as you can advertise it to the retailer and effectively pay less over time. David: What is your typical investor and where do you find it? Dan: Each investor or vendor we create an avatar for. They will have an income of over £200,000 per year and this will generally put them in the higher age bracket. The thing is the UK’s net wealth is £10.1 trillion and there are almost a million millionaires in the UK alone. That’s one in seventy people and you’re average Facebook user has 200 friends so when you look at the numbers there’s a huge amount of investors to attract. The key thing is putting yourself in front of those investors so put yourself in the place where your avatar will go. The most scalable model is connecting with people online and attending networking events. David: Can you tell the listeners where to find investors and how to build credibility? Dan: You have to market yourself, your product and how to can serve your investors. Marketing is essential a competition for people’s attention and you can market yourself to investors in three ways. Online presence, build it up and reach people by constantly posting content. Physical meetings, go to the places your investor (avatar) goes on a consistent basis to build relationships Speak to everyone you know and create referrals. If you provide genuine value you should be telling everything you know and as a result, investors will come to you. BEST MOMENTS “There is a lot of money out there and property is a fantastic facilitator so be able to deliver value to people and serve your investors” “You only need to attract two or three investors and then get referrals for life.” “You’re much better off working with like-minded investors rather than banks, the interest rates might be higher but the hoops to jump through are much lower and easy to get through.” “Your reason why is yours and yours only” “Property is an asset class that increases in value in three separate ways; property Rent, capital growth and rent increases over time.” “People will believe in you when you believe in yourself, know your numbers and know your product” VALUABLE RESOURCES Progressive Property Facebook Community Rich Dad, Poor Dad The C.R.E.S.T Model - Credibility, return, exit, security and trust. 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 Dan and Jamie are committed to their 70/20/10 strategy split which is split between 70% of their time on sourcing and selling BMV deals, 20% of their time on development deals, and finally 10% on simple flips. Their ‘We Sell BMV’ brand is a market leader in the UK, sending out between 3 and 10 different deals every single week. As well as pure below market value deals, they’re branching out to offer properties suitable for a variety of different strategies, and Dan mentioned one particular deal in the interview which he’d sold the morning of the interview, which was a serviced accommodation deal making them £4,000. On the development side of the business these are typically much larger deals where Dan and Jamie work with other investors/developers. They currently have one in Isleworth and another in Surrey, one of which is a development of new houses and the other is a commercial conversion. Their final 10% spent doing flips is working with someone else who manages the work on deals that Dan & Jamie have sourced and funded. This is a relatively new strategy for them, but already they’re scaling it up and are confident of hitting their targets of completing one flip every month.

Devon Zuegel: Cities as a Superpower

North Star Podcast

Play Episode Listen Later Aug 18, 2018 74:23

Listen Here: iTunes | Overcast | PlayerFM Keep Up with the North Star Podcast Here My guest today is Devon Zuegel, a writer of code and writer of words who spends her time unlocking human potential through incentive design and tools for thought and cities. In this conversation, we jump from coordination problems to urban planning to travel to architecture. We compare cities like Singapore and San Francisco and talk about the power of urban density and architecture to make us happier and healthier. Then, we talk about writing, specifically the three tiers of common knowledge, how to find good ideas, and the concept that Devon calls playing chess with yourself. One thing sticks out from this podcast and other conversations with Devon. Above all else, Devon lives in obsessive pursuit of high leverage ways to spend her time and energy. In the past, that’s led her to computer science and in the future, I suspect it will lead her to cities and infrastructure. Why cities? Devon offers an excellent answer. Cities are big enough to have real importance in the world and small enough to be nimble and somewhat understandable and there are a lot of cities. You can actually hope to make some comparisons in a way that you can’t really do with countries. Please enjoy my conversation with Devon Zuegel. Links Bloom Algorithms To Live By: The Computer Science of Human Decisions Georgism Devon’s articles related to this episode: Advice on Writing Why Flaking Is So Widespread in San Francisco A Day In Singapore: Urban Identity 2:03 Devon on coordination problems and the problems they’ve caused, such as climate change and housing issues, and how clever solutions to these problems are the reason humans have progressed so much in the past hundreds of years 6:19 Human cognition and thought as it is augmented by media, cities and blockchains and the benefits of this augmentation 8:10 The most classic tool for thought and why it’s such a catalyst for healthy and productive cognition, long term and short term memory function and increased IQ 16:41 Devon’s writing process and why she defines it as playing chess with herself 17:45 How Devon has been able to get her writing to flow and the three categories of topics available to write about, common knowledge, obscure knowledge and the intersection in the middle 20:17 Devon’s theory of on why people in San Francisco are so flaky in comparison to sister cities like Chicago, Los Angeles and New York City 28:16 How Devon chooses what rabbit holes she wants to go down prior to writing an article and how to make most topics interesting by creating a model around the idea 32:25 What makes Singapore so interesting to Devon, in regards to history, culture, GDP growth, etc. and her major observations after visiting the country 47:20 The moment Devon became aware of the effect of architecture and how it can make employees less involved with their colleagues by not promoting micro-interactions 50:53 The five metrics that a house should be described with, that are never used, when being promoted on websites like Airbnb, Zillow, Craigslist, etc. 57:00 Devon chooses the three metrics that she’d pick when it comes to the city she lives in and the home she’s living in for maximum interaction, convenience and mental economy 1:03:16 Algorithms To Live By and why Devon sees it as the best self help book she’s ever read, despite it not being a self help book 1:05:37 Devon’s opinion on Georgism and how people talk about economics as a spectrum from capitalism to socialism or communism and the third category of economic goods that it doesn’t touch upon 1:07:30 Devon’s changing opinions and her epistemic status placed on each of her blog posts written with a strong opinion 1:10:03 Devon’s philosophy of travel and why she views it as scale free regardless of how many or little places you visit 1:11:51 Devon’s philosophy of productivity and how she writes down dozens of notes and uses long form emails to repurpose her ideas into publishable articles Subscribe to my “Monday Musings” newsletter to keep up with the podcast. Quotes “I am very interested in coordination problems. I think that they explain a lot of the problems that we see in the world, everything from climate change to nuclear disarming to issues in cities to making it so that people can actually live where they are the most productive to housing policy. I could go on and on. The solution to coordination problems is incentive design, and clever solutions that are some of the reason humans have been able to progress to the extent they have throughout the past few hundred years.” “The most classic tool for thought, and one that I think we tend to take for granted, is writing. Most people think of writing as a way to communicate ideas that they’ve had in their head to other people. Obviously, it does serve that purpose and people sell books for a reason. But, I think it goes way beyond that.” “In the last year, I have found that writing has gotten a lot easier for me. There’s probably a lot of reasons for this but I think the core is that I realized there are three categories of topics you can write about. There’s the stuff that everybody knows that is trivial to write about because it’s easy. On the other end, there’s stuff that nobody knows yet or nobody around you knows yet, so it takes a lot of time to figure it out and it takes a lot of research. Now, there’s this middle area between common knowledge and really obscure knowledge of stuff that you have a unique perspective on because of where you happen to be in life and you understand it so intuitively that you can just talk, think and write about it fluidly. But, a lot of people don’t know it yet. That’s the sweet spot.” “For me, it’s very important that I can walk places. Walking is a way to interact with your community in these small ways, every single day. The way people get comfortable in a place and in a social group is not through one really intense interaction, but through a bunch of smaller ones where you see things from different angles. You experience, what does my neighborhood looks like on a sunny day, on a cloudy day, or when I’m tired. These tiny, trivial things help you understand, much better, how things function. You get to know the vibe so much better and you meet people you wouldn’t meet if you were in an Uber.” “Algorithms To Live By is the best self help book I’ve ever read and it’s not intended to be a self help book, it’s intended to be an algorithmic look at certain problems that people see day to day. But, it helps me frame certain problems that I personally run into in terms of the algorithmic complexity. I realized the stress that I was feeling about certain things I was worrying about, were actually totally rational.” Subscribe to my “Monday Musings” newsletter to keep up with the podcast. TRANSCRIPT DEVON: I am very interested in coordination problems. I think that they explain a lot of the problems that we see in the world. Everything from climate change to nuclear disarmament to issues in cities and making it so that people can actually live in where they're the most productive, in housing policy. Well, I could go on and on and on with the list. So the solution to cooperation problems is incentive design. And I think clever solutions to incentive design are some of the reasons why humans have been able to progress to the extent that they have throughout the last few hundred years. So a primary example is contract law, it makes it possible for people to trust one another. Other examples are the development of risk and the concept of commodifying the risk. DAVID: I was having a conversation yesterday in another podcast and the guest was saying that in 1471, what happened was people were able to pool maritime risk. And what happened was it let big expansive ship voyages happen because you could pull risks together. And so if you invested in a ship and say that ship broke down, then you wouldn't lose all your money. And by pooling risk and by coming up with new financing and coordination solutions, you could do things that weren't previously possible. I thought that was really interesting. DEVON: Totally. That's a great example. Actually. Old maritime risk looks a lot like venture capital today wherein venture a lot of things fail. A lot of things fail spectacularly. But if you can spread out that risk across a whole pool of investments, it only takes a few to like really, carry the whole fund. In the case of maritime investments, a lot of the ships broke down, they had problems. But if one ship came back with a whole load of goods that could repay all of the rest of the costs. However, most, most investors back then couldn't take that risk because most of them would have failed. They might've lost all their money before they hit that one big one. And so by the development of that maritime risk, they were able to get past that sort of short-term problem and to get into the run longer returns. I think that's a really good metaphor for all sorts of problems that we run into wherein the short term it's rational to do a thing that is not as interesting, that it's not as lucrative, but it's also not as risky. But if we're able to coordinate as a society, as a company or whatever level you want to talk about. So one more concrete example to bring it down from like highfalutin, venture capital and maritime risk, you could just look at cooperation problems as simple as when you're dating someone for the first time, there's that standard wait three days until you text them back after you met them because you want to come off as cool. You don't want to come off as desperate, right? But if you really like each other, like all this is going to signal is that you don't like them very much. And that may be rational for you because you don't want to come off as desperate. But if you're both doing that, you end up with an outcome where it seems like you don't like each other very much and it takes a really long time to actually realize that you do. Ideally, you would have some neutral trustable third party who could be a person A, person B, out Alice and Bob like you both like each other. You told me that you liked each other, just go for it. You know, have fun. And I think a lot of healthy relationships that I've seen have actually started in this way because of some small quirk at the very beginning. It can be super useful, but a lot of the pain that I see my friends going through when they date is literally just the result of playing games because rationally, you're supposed to. It's basically a prisoner's dilemma. And so if you can have someone who forces you into the correct quadrant where everyone is better off, that's much better. DAVID: So then let's jump into sort of human cognition and human thought. Maybe begin with media. What interests you? Sort of when I think of where this conversation is going to go today. So much of it is about augmentation, right? Like cities augmenting the potential for humans interact and making that so much easier. And blockchain augmenting human coordination is making that easier. And then here with thought and having tools, augmenting human thoughts and letting us go places that we probably wouldn't be able to go if we were stuck in the mountains on our own. DEVON: I think the underlying reason I'm interested in incentive design is because it allows us to unlock human potential and allows people to do much cooler stuff that makes them happier, healthier, makes life more worth living. I see ways to augment our cognition as serving that same purpose though from a different angle. The umbrella term that people sometimes give this is tools for thoughts and we have basically the same brains that we and our ancestors had thousands of years ago, but we're able to do so much more. Part of that is because we've developed incentive design. The other reason is because we've developed tools for giving our cognition more leverage. And I use the term leverage actually very specifically. You can only get so strong no matter how much you lift. How once you go to the gym, like you're still not going to be an order of magnitude stronger. You're definitely not going to be two orders of magnitude stronger. However, if you design an engine, if you just even add a lever that gives you that leverage, you can do so much more with your muscles. I see that that translates directly to your brain. The most classic tool for thought and one that I think we tend to take for granted is writing. Most people think of writing as a way to just communicate ideas that they've had in their head to other people. It obviously does serve that purpose. People sell books for a reason, but I think it goes way beyond that. So one thing that writing does for you is it expands your working and your long-term memory. With the long-term memory, it's pretty obvious. You take notes, maybe you don't remember all the details, but you can look them up later. DAVID: To your point, even today I was writing something this morning and I wrote something that I wrote about a year ago and I have no recollection of writing it and I read it and I was like, wow, that's actually pretty smart and it really helped me, but I think to your point, there's a permanent element of writing and being able to sort of work through sentences and craft them, makes it so that you can achieve thoughts because of the repetition and the sort of tweaking and editing of writing that you can't do if you're just speaking like we are right now. DEVON: 100 percent. And I've also had that experience more times than I can count of like coming across something I've written and being like, oh, this is interesting, I wrote that. That came out of my brain. And as long as you have enough of a pointer to that idea that you can find it when it's necessary, or it gets surfaced by accident because you happen to open up an old notebook. That's extremely powerful. It makes you much better at remembering. I think even more importantly, a writing helps you with your short term memory, your working memory. There have been a lot of studies showing that a working memory is one of the highest things correlated with IQ and the ability to solve problems. And I think the reason for this is because if you have good working memory, you can hold a lot of state in your head and you can sort of fiddle with that state. You can hold contradictory but potentially correct ideas and outcomes in your head while you work through the problem. And then they collapse into one at the end. DAVID: Describe state real quick for someone who doesn't have the computer vocabulary that you do. DEVON: So state is what is the current status of the world right now. Let's say you're working through a personal problem and with your family or something, and you want to go through step by step and sort of understand the implications of what different people have done. You're getting the story from different friends, like maybe you're helping reconcile like your aunt and your uncle or something like that, having marital problems and you want to understand how they got to that point and how, given where they are right now at that point, like how different changes result in better or worse outcomes. Understanding the current state of the situation and then like fiddling with it and being able to hold all of those sort of partial computations in your head are really important to be able to compare them and to be able to move forward and find a solution. DAVID: So you're saying that writing and sort of computers at large now help us hold more state so then we can move on to higher-order tasks that perhaps aren't memory, that our brains are really well suited for. DEVON: Exactly. And they're more interesting. And working memory can kind of provide abstractions. I think the best metaphor for working memory or external working memory is like scratch paper, that there's a reason why math teachers always tell you, feel free to use as much scratch paper as you want. That's not just because they hate trees and they want to waste all paper. It's because being able to externalize that process is really, really helpful. Offload is the perfect word. DAVID: So back to writing. DEVON: I think it actually goes even much further than memory. With writing, it is fundamentally the process of externalizing an idea which allows you to play with it in ways that I don't think are so easy when it's in your head. I'm certainly not capable of it. Writing things down can reduce the amount of ego that you have as you fiddled with an idea. Maybe I'm just crazy, but when I wrote them down and almost pretend like the person who wrote that wasn't me, it was like, that's past Devon or someone else entirely. I can detach myself from it much more in a way where, when I am a thinking through something just in my head and lying in bed wondering. I'm not going to be as rigorous about it. Now that's not strictly worse. There are other things like everyone has great thoughts in the shower for instance. It's very common. But it doesn't serve all purposes, especially if you're trying to vet and find the nooks and crannies of an idea. When you write it down, when an idea has inconsistencies or gaping holes, they are clear and right in the face when it's written down in a way that is just so easy to gloss over when they're in your head. DAVID: And also when you're speaking, you can sort of gloss over some of the inconsistencies with emotion, right? If I speak really deeper and confident with what I'm saying, actually there's an element of trust there. It was really funny. So we had a meetup in Queens a couple of weeks ago and my buddy goes on Snapchat stories and he goes really confidently, coming to the meetup and he goes "Did you know that the reason it's called Queens is because Queen Elizabeth came to New York in 1754?" and you're sitting there being like "Man, you know, why are you being so smart here?" And then he finishes the thing and he goes "Well, I just made that up, but you believe me because I said it so confidently." So what writing does is it strips out the emotion out of a form of communication and it allows logic to take over emotion. DEVON: Right. And it allows you, it gives you something like almost physical to move around and change. I'm a really big believer that constraints are actually a good thing in your thinking because if you're completely working in a vacuum, you have nothing to push off of. You have no feedback cycles. Whereas if you can just get a draft onto the page, you can fiddle around with it so much more. And I find that writing that draft in the first place, that's usually the hardest part, but once I have something to work off of, it gets much, much easier. It helps you find implications that you didn't realize there were, which again, I don't fully understand like the cognitive science behind why this is. But by putting it on the page, you start seeing these almost trails in your head of like, given this, given I said this, what are the implications there? And you can actually follow those trails and like come back to them after you've written them down and realize, oh, this thing does have an implication I hadn't considered. One of my favorite things to do when I'm writing is just looking up synonyms for words. And the reason is not just to make myself sound smarter. Though, that's always a plus. But much more importantly is that by looking up synonyms, you can think about which words don't make sense here. Even though they are technically synonyms. And why they don't make sense and analyzing that is extremely useful. It's sort of a generator function for coming up with new ideas. Similarly, I think choosing the right word is also really important. Words come with such heavy connotation that picking the right one can be the difference between concepts really striking home and like feeling kind of flat. So I highly recommend people using sources when they write, all over the place. I actually use sources when I write code as well, for variable names and class names and things like that, because it helps you. Computer science and programming is basically the art of abstractions and abstractions is another way of saying names mostly. And coming up with really good names for things is a really critical piece of being able to write good software. So I think the source, I go to thesaurus.com probably 300 times a day. I have never actually counted, but it's a lot of times. I've always idea called playing chess with yourself. DAVID: Walk me through that. DEVON: So I think writing, especially the writing process, before you've published, as kind of like playing chess or yourself. There's that Pixar short, it's called like Geri’s Chest Game or something like that. And it zooms in on this guy sitting on a park bench playing chess and his partner isn't around. And you're like, oh, I guess maybe they went to the restroom, maybe they're coming back and then all of a sudden the camera zooms in and he's like on the other side, playing with the white pieces now. And then he flips back and forth and you realize he's just having a ton of fun and playing against himself. And he's really excited against himself. This is a hard thing to do inside of your own head, but it's actually a lot easier when you've externalized something because once you have that writing on the page, you can treat that as sort of another person almost. And play around with it in a way that is just much harder when you're by yourself. DAVID: Totally. And then the other thing is I think you have sort of an uncanny knack for generating unusual ideas and I don't say this to discredit you, but I think that you've built some systems to make that a hell of a lot easier. Walk me through different tiers of common knowledge. So I got an email last week from a guy who said, I love your writing, but the biggest thing preventing me from writing is that I always think that everybody else knows the things that I know and that's the biggest thing. Stopping. And I responded and I said, well, that's not necessarily the case, but I wasn't able to formulate something that I think that you've been able to grasp in terms of different ways of thinking about what is common knowledge? If you could describe that. And then how does that translate to writing and drafting an idea? DEVON: Yeah, that's a great question. So in the last year, I've found that writing has gotten a lot easier for me. There's probably a lot of reasons for this, but I think the core one is that I realized there's sort of three categories of topics that you can write about. There's the stuff that everyone knows that's like trivial to write about it because it's easy. The sky is blue. Okay, good. That's awesome. No one wants to read that. Very common knowledge. On the other end, there's stuff that no one knows yet or no one around you knows yet. And so it takes a really long time to figure it out, requires a lot of research. I can point to some examples of things I've written where I'm very proud of this writing that I've done, but it was a slog all the way through. Some of the stuff that I wrote about, the federal housing administration last year, just required poring through hundreds of documents from old FHA manuals and things that I don't know if people have looked at in a while and I found some novel stuff, but it also was a ton of work. Now there's this middle area between common knowledge and like really obscure knowledge of stuff that you have a unique perspective on because of where you happen to be in life and you understand it so intuitively that you can just talk and think about it fluidly. But actually a lot of people don't know it yet and I think that that is the sweet spot for generating a lot of streams. DAVID: How would you know when that's true? DEVON: That's a hard question. For a long time, I just thought that this the way I think is the way that everyone thinks. And so I was like, no one really wants to read about like my theory on flaking in San Francisco. Everyone in SF knows that already. DAVID: But what's your theory on flaking? DEVON: I haven't lived really in any other city, but my impression from talking with friends is that the rate of flaking is extremely high, with friends, with romantic partners, et cetera, relative to sort of sister cities like New York or Chicago or LA. I think part of the reason is that people in my social circles in San Francisco really understand opportunity cost well. There's a very casual culture here where it seems like an acceptable flake. And we also are like, even more so than other millennial types, are very technologically savvy. So if 10 minutes before your coffee date you're like, oh, sorry, I got caught up in something. Can we reschedule next week? It feels trivial because it's just a text. You're not going to literally stand them up because they just won't show up. But the problem with this is that it's another cooperation problem where we ended up in this equilibrium where it feels acceptable for everyone to flake all the time and just not show up to their commitments. But then like everyone's worse off because your scheduling is more complicated. You never really know. If things are going to happen when you think they're going to happen, you kind of don't want to be seen as like the pathetic one who doesn't cancel the plan. So you almost are incentivized to flake because if someone flakes on you enough times, you're like, well, I don't want to look like an idiot. I don't want to be taken advantage of here. So, next time we make plans I'm going to double book and see which one feels more interesting that day. And I think that leads to a real breakdown of trust and like happiness and satisfaction with relationships. Since I realized this, I've personally made a stance where I'm like, I will not flake on something unless I have an exceptionally good reason. And my friends I've noticed have also started to like follow up with me where I've put a stake in the ground. It helps that I wrote a blog post about it. I put a stake in the ground of like, I don't want this to be okay anymore because it's like making everyone's life worse. DAVID: What about San Francisco makes flaking uniquely common here? DEVON: I think there's a mentality of casualness where if you walk around the city, no one's ever dressed up. I mean, literally today I am wearing yoga pants and a tee shirt, and people want to look mostly clean cut, but they'll wear athletic gear almost all the time. I think that is indicative of a broader social casualness. Certain social norms are not as strong and in fact, the social norm is to not have strong social norms. And if you want to come off as like cool and casual. If someone is placed on you and you say something and you're like, hey dude, you flaked on me last time too. That's sort of like a point against you. You're seen as uptight or something. Maybe LA is also more similar to this, but I think like in New York, I feel like there's more of a seriousness in the way people interact where it's like your people get dressed up when they go out. Like when I go to New York, I always feel super underdressed. I think that carries over to a lot of parts of the culture. Where you don't break dates unless you have a good reason. Whereas I can look back on my calendar before I had all of these thoughts and honestly I was either breaking or having commitments broken on me like 50 to 70 percent of the time. And I don't think I'm unique in this because I've had conversations with a lot of people on my team. So I want to go back to writing, but I just want to summarize why I think that falls into the second category of common knowledge. So the first category is things that everybody knows like the sky is blue. The third category is things like the history of FHA housing, which probably requires a lot of research and nobody knows those things. But the second category is things that everyone sort of has a common framework for discussing like flaking. But because you are in a social circle that has a high opportunity cost in San Francisco, you have unique insight into that problem. And when we have a common knowledge, a common way of speaking about something and you have unique insight into that same sort of thing, that is when you should go pursue an idea and share it with the world. DEVON: Totally. I think that's a really good framing of it. I especially like the term common knowledge. Because I don't think anything I said in the post was surprising to anyone, but I think finally sitting down and putting the pieces together as to why all of this stuff comes together, I think is the difference. And just taking the time to sort of reflect on like various dynamics in your own life I think can be a really powerful generative tool. DAVID: I gotta ask, as you think about your writing, you think about your learning sort of your process for living, so to speak. It's cool because I like people like this. Your process for living is also a process for sharing, right? It's almost like a co-dynamic between the two where you live, you share, you share, you live, and I think that they, they sort of co-evolve and develop. Who were the people who have really inspired you to become like that and who were the mentors, digital or physical that have really inspired you? DEVON: There have been a lot. And this actually ties really nicely into the framework of like common knowledge to obscure knowledge. I think I used to think that a writing had to be this big formal process where you sit down with an argument or a spectrum and you try to decide where on that spectrum of arguments you lie and then you dive deep into the literature and you study it, and then you pop out weeks later and you've like displayed to the world this thing, this masterpiece you've been working on. A lot of writing does follow that. A lot of great writing. And I don't think people should stop doing that by any means, but I think there's this other type of writing that is treat your ideas less as a final project product and more as a process. Someone who I think does this very well, I don't know him personally, is Ben Thompson at Stratechery. He writes about the same stuff day after day, but each time he writes about it, he turns it a little bit in his mind. He comes at it from a slightly different angle and over the course of years he has built this canon of like what aggregation theory and he has this whole vocabulary that he's built up and you can see when you go back to his earlier writing, the idea is not fully developed at all, but the writing itself was the thing that developed the ideas. And I think that that is a huge mindset shift that I've had where I used to think first you have the ideas and then you write them down, but actually, you should have some seed of an idea. But then when you start writing, that's what actually brings it out and like causes it to flourish and grow. Another person who's played a really big role in helping me realize the value of this is Tyler Cowen (my podcast episode with Tyler). His blog, Marginal Revolution is just like one of my favorite things on the internet. It's the most ridiculous set of things. It's the intersection of all stuff and he doesn't take it that seriously. DAVID: Right. And the juxtaposition of ideas that you find there puts your brain in crazy places because he'll share, NBA basketball, his recent trip to Ethiopia, and then markets and everything in some weird market that you've never heard of. And I think that really cool ideas and really cool ways of thinking come not necessarily when you discover a new idea, but when you juxtapose ideas that you're vaguely familiar with and then your brain just goes in weird places through that. DEVON: Yeah, by having this huge diversity of sources and ideas, it allows for a type of lateral thinking that I think is really missing in the world. And something I particularly love about Tyler's work is that he both does and doesn't take it seriously at all. So by does, I mean he does, he spends all of his time doing this and he cares about deeply. So he's serious in that sense, but he also treats it as this big game where he's just like, you know, I'm just having fun, I'm pursuing the things I find interesting and I will go down the rabbit holes that seem interesting and ultimately they will become useful. DAVID: So talk about that. So that is a really important part of the learning journey, especially on the internet. so if you take before the internet, right? Like, think of the process of going into the library to research a project in college, right? You go to the librarian and you say take me to history and then it's between like book number 800-899 on the little codes and sort of you spend time in history. But you said something there that I don't think you realize that you said, but it is what it means to learn on the internet. It's sort of having hunches and ideas that certain rabbit holes are going to be interesting and having the audacity to go down those rabbit holes. But how do you gauge what rabbit holes do you want to go down? DEVON: So I think it doesn't matter. I actually think that almost everything can be interesting if you try to build a model for it. Now so things aren't interesting if you try to just rote memorize stuff and I think that that's going to be true with basically every topic actually. However, if you try to understand why things happen and build a causal model in your head, everything's interesting. When I was much younger I felt like, ugh, I like playing sports but I don't really enjoy watching sports. And I think this is a pretty typical like nerd opinion to have. But I realized that if you actually watch a game and you tried to understand sort of where the threads are, like if you pull this thread here, what happens to the fabric over there, have this ongoing game. It's extremely fascinating. Same with a mortgage history. Like if the FHA had done this like tiny little thing differently, like what would have been the rippling effects downstream and why do you think that's true? What are the other explanations for that same behavior? So I don't think the specific rabbit hole really matters that much as long as you are actively forcing yourself to build a model. DAVID: It's interesting because I was just watching the NBA finals and with the Warriors. So Stephen Curry, the reason where he is so good, is because after he passes the ball, he runs to the corner and tries to catch it and you just watch it and it's like, it's amazing to watch. But just, it's funny because. And then I would also watch switches on screens and what not. These are things that sound advanced, but they're super simple. And just by having two or three things that I could sort of hook to, then it opened the door for the rest of it. And it was funny because to go back to Tyler when, whenever I try to learn something the best advice that I've gotten from Tyler Cowen is the idea of entry points. Find something that you like, something that it's intuitive, a metaphor that you like, start there. And then as you begin any sort of learning journey, start with an entry point that you're familiar with and use that as your balances, your crutch to go explore new territory. DEVON: I strongly agree with that. So in high school, I thought of myself as much more of a liberal artsy type of person. I was always pretty good at math and science and so on. I didn't struggle but it just didn't click until I was 16, 17. My boyfriend and I at the time rebuilt a 67 Mustang that he owned and we did an engine swap. We replace the rear end, we did a lot of work on this car. And suddenly all of the engineering and engineering related skills that I've picked up over time became fascinating. I was like, I want to understand how all this works. I picked up something like thermodynamics books and like this, this car was the entryway to all sorts of things and now this is a particularly useful one because if we did it wrong we would die while we were driving it. So like we had pretty good motivation to figure stuff out. But I think finding some sort of entryway into that is critical. And I mean working on the car has literally changed my career in the sense that I don't think I would have gone into mechanical engineering and then computer science if it hadn't been for that thing. I mean the guy helps too, but the car was like really this concrete thing I could imagine in my head and then want to understand the pieces that made up the whole thing. DAVID: Totally. Well, I want to switch gears and talk to you about the thing that I'm most excited to talk to you about today, which is really cities and with the intersection of architecture and incentives. Maybe we can start with Singapore and I'm going to ask that selfishly because I'm really interested in Singapore. I think there's a lot to learn from Singapore, but you were also just there and you've written a lot about Singapore. What is so interesting to you about Singapore? DEVON: Oh man. What is not interesting about Singapore? So Singapore I think is one of the most interesting countries in history. And that's saying something, given that it's only been around for I think 50 or 60 years. It is a city-state. It's only about 5 million people. It is ethnically extremely diverse. There are ethnic Chinese, ethnic Malays, ethnic Indians, and many, many other groups there as well. And it's one of the safest places in the world and it has a booming economy and it has been for a long time, seen as like a center of stability in a region that has not always been stable. So all of those things are incredible about Singapore and that would be crazy for any city or any country, but especially considering where they came from, where they had, I don't remember the exact number, but they had GDP, I think equivalent to like Vietnam in the sixties, and now they have significantly higher GDP than almost any country in the world. One of the highest. Now GDP doesn't measure everything, but it correlates with a lot of important things. The reason I think if I had to pick one reason why I'm fascinated by Singapore, it's because it has one of the weirdest types of governance ever. DAVID: Describe the governance. DEVON: The governance is increasingly less so now, but it's quite to totalitarian. It's not very Democratic at all. DAVID: It's funny because my first thought is whoa, that's not good. But it seems like you're hinting at something else. DEVON: I also think it's not good. And if the whole world were run the way Singapore is run, I don't think that would be a good thing for the world. In part because of the specific things that Singapore does, like it still has like physical punishment and so on for not very big crimes. But then also beyond physical and capital punishment. It also just like having one system for the whole world is not a great thing. It's extremely fragile. Things can go wrong in ways that ripple across the entire world. Now that sounds extreme, but I bring that up because I think Singapore is interesting because it is the opposite. Not only does it not, not only is the whole world not governed the way Singapore is. Singapore is tiny. So even if you really strongly dislike what Singapore is trying to do, what it's experimenting with, it's relatively easy to leave. Now I want to add the strong caveat that like leaving the country you were born in is never an easy decision. And I am not like underplaying that. But it is relatively much easier than leaving a massive country that is not deeply interconnected with the world. And so the thing I find exciting about this country is that it provides this room for experimentation at a relatively low cost. If the entire United States were to take on an experiment, say universal basic income or something else entirely, and if it were to go wrong, it would just, it would be a disaster. It could cripple the country and it would affect roughly 20 million people, something like that. And like you also wouldn't even really be able to know if what the causal mechanism was if UBI was the thing that screwed up or something else entirely. Whereas if you can run a bunch of smaller experiments, which this is the idea of federalism, then you can actually compare the results. People can leave if they really don't want to be part of this experiment. And I think this is really important. People don't like the concept of being experimented on and I get it, but if we don't experiment with new models, we're never going to improve. And so I think the question shouldn't be, should we experimental or should we not experiment. It's like, yes we should, but we should find the ways to have the greatest diversity of experiments while also minimizing the cost. DAVID: Right. Like a lot of what China's doing is sort of A, B testing cities, but the downside risk is impacting millions and millions of people. And I think to your point about minimizing the downside, you know, you could argue that they've gone too far. DEVON: Yeah. I think there's a Slate Star Codex blog post that has a great word for this. It calls it archipelago communitarianism. The concept is like we could have a bunch of cities or very small countries, that had radically different systems and the only promise that they make to each other is that they won't stop the people from leaving those places if they really want to. Maybe there are a few other rules too. I'm not gonna remember the entire details of the blog post, read it a few years ago, but I love this idea of having like little islands of extremity to really push an idea to its limit. And if it, if everyone leaves them, that means that that's not what people wanted. DAVID: Well, that's sort of where the whole voice exit loyalty idea of crypto is coming from. Traditionally in terms of countries, you could voice and you could sort of vote and you could say we want to change the way that things are run by speaking up and there's an exit where you can leave. But traditionally with citizenship, you haven't really been able to leave your country. Even if you're abroad, you still have to pay taxes as an American citizen. And so you're forced to be stuck between voice and loyalty. Whereas now we're switching to where you can still voice your opinion, but if you don't like it, you can exit. And there's a lot of freedom that I think comes with that. DEVON: Yeah. I think it's not just that you can still voice your opinions and also you can leave, it's that you can voice your opinions often better if you have a very small community. A single person has much more sway over the outcome. So it seems very likely to me that it's much easier for a person in a very small community to be able to make a change in that community to begin with and like shape it in their own image than it would be for a massive country like the US or Brazil or something like that. So by bringing it down to a smaller scale, you both get added exit rates, but you also get a greater voice. DAVID: Totally. So you were just in Singapore. What stuck out about being in Singapore to you? Let's go to two places. What is the biggest thing that surprised you when you were there? And what is the biggest thing that you've been thinking about since you came back from Singapore? DEVON: I knew that Singapore had great Infrastructure. I knew that its citizens were well educated, that a lot of its systems just worked. But I didn't realize how much this is embedded in the psyche of the place. It's not just that like, stuff works well and some people forget about it and like go ahead and do their own thing. It's like the most central place of the city right next to Maxwell's Hawker Center, which is like a big destination in the core of the city. There's this place called the URA, the urban research association. I don't remember the exact acronym. Basically, it's this like big gallery on urbanism and like what it means to be an effective city with good governance and what it will take for this to continue and get better over time. I went into this gallery exhibit because I can't keep away if you say that it's like an urban museum. I'm like, okay. It's Devon catnip. I couldn't help but to go in. And I was there at 3:00 PM on a Tuesday and it was full of students, the sense that I got is that like every Singaporean student probably goes there like once a year. I don't even think that we have a gallery like that in San Francisco. And certainly not in the center of the city and kids definitely don't go there all the time. There was this overall sense of understanding of why things work so well, how things won't necessarily keep working well in the future unless we do something about it and like a sense of responsibility that people in the community have to like be a presence voice, which seems very contradictory with some sort of a more totalitarian style of ruling. But Singapore may be the only place in the world where there's a brain drain into the government and not out of it. That is very consistent with what I saw. It's very deeply respected to be a good technocrat. Someone who understands how systems work and like truly wants to make them better. DAVID: They pay well, what else? DEVON: They pay very well. There's really high prestige going in. I haven't really thought about this too hard. DAVID: Okay. Then we'll switch gears. So you said something really interesting about cities before we were recording the podcast that I thought that you phrased perfectly and that you're especially drawn to cities because they're in this middle of scale, right? Where they're big enough to have an importance on the world stage, right? Like a city like New York, San Francisco, Singapore, they're a big deal. But then there are small enough to be nimble and still sort of understandable like it's hard to sort of wrap your head around what it means to be American because they're just so much going on here, but then also sort of what you were talking about earlier in terms of experimenting. There's a lot of them so you can sort of abstract lessons from each one. And so it's this perfect size, perfect density, perfect volume that makes cities really interesting to study. Right? DEVON: Totally. I think that the nimbleness is really important. There is some digital ID that Singapore is rolling out for all of its citizens pretty soon and they're going to just do it. They have 5 million people, which is a lot of people to roll something out to, but it's big enough for this ID to really matter, but it's small enough where they're like, we can just do this, we can just, we can just make it happen. And I think that's thrilling that you can experiment with something of that size. At the same time, you have this really tight feedback loop. If your trash isn't picked up tomorrow, you're gonna notice within a week you're going to probably start writing letters and like your trash better get picked up. I think at the national level, the feedback loops are much longer and it's just harder to know if people are governing you well at all. And that's a recipe for disaster. It leads to much more misalignment of incentives. DAVID: Definitely. Tight feedback is key to learning. DEVON: It's key to everything. Like if you don't have a tight feedback loop, you're just not really going to improve I think, and you're actually very likely to do things that aren't purely for signaling that you care as opposed to actually doing the right thing. DAVID: Go off on that because that's an idea I haven't explored. DEVON: Yeah. Officials in the US tend to do grandstand a lot, at the federal level. And the reason for this is because they don't even really know if they're having the impact they want to have or that their constituents want them to have. The only real information that people get on both sides is like what someone said, even after the facts, even a decade later, it can be very difficult to draw any meaningful causality stemming from a particular leader. I think that's true in any organization ever. Even as small as a single person organization. You can't do randomized controlled trials on like everything or almost anything. But the problem just grows in scale to a huge extent as you get bigger. I think if you can keep it to a smaller size, it's like, well, you either did your job or you didn't. And the problems are much more manageable, the relationships are less opaque. It's just a much more transparent system overall. DAVID: Totally. So, I mean, for me what's been really interesting is in New York studying art decor, one thing that I love about architecture is I've been thinking about this idea a lot, where a lot of history is sort of subject to the narrative fallacy where it's written by the winners and the really good book on this is The People's History of the United States by Howard Zinn. He admits that it's biased, but he tries to tell American history from the perspective of the losers. And if you have a generic understanding of American history, you're going to get so many ideas pumped into your head that are totally different. So what's really cool about architecture is, if you look at something like the Chrysler building and at the very top of it and in the lobby and sort of the birds hanging off the side, you know, 60 feet below the top of the building, you can see this like technological enthusiasm, this almost sense of like a utopian spirit that technology in the twenties and the roaring twenties was going to come and save the world. And through the architecture of New York, you can really understand the city in a way that understanding history might not allow you to do. DEVON: Yeah. And I think it's especially interesting to see how buildings change over time in reaction to that original time when it was created and how they shift. I think the moment when I really became aware of the importance of architecture was in my very first job, we started out in this very small office that was cozy and like my desk was far away from the restroom and the kitchen. So when I wanted to take a break, I'd have to walk past everyone and I'd have like a little conversation and I felt very positive about all my coworkers and I feel like we had a really good rapport. About halfway through my time there, we moved into a totally different building. It was supposed to be fancier, it was nicer by everything you could put on paper. But the shape of the rooms was super messed up. Basically, everyone was very close. It was more like a doughnut where like all of the good stuff was in the center and good stuff, meaning, like the kitchen. And so you didn't have to walk past anyone to go see it, which was kind of nice if you're focusing on a problem or you want some alone time, there are pluses to that, but you don't end up having these interactions. And as a result, I almost immediately started feeling like the only people I knew in the company were my team and a lot of the work that I was supposed to be doing was cross-functional. So this made me significantly worse in my job just immediately. Now, of course, this doesn't stop you from having coffee with a coworker and the sales team or something or organizing something with the product team or you know, inviting them to sit at your table at lunch. But these micro-interactions are really critical for building that rapport, for making, keeping people on context. I almost felt like I was a remote worker, and I don't mean to insult remote work. I think that there are huge pluses to that, but it's really undercut the benefits of being in the office as soon as we moved into this new place. DAVID: It's funny because I feel like so much of architecture now, we place such an emphasis on the outside of a building what most people see. But I don't know that we have the same sort of rich discussions about the experience of actually being somewhere. And I guess the example that comes to me is natural light. Like I value natural light in indoors just to such a high degree. It's like the number one thing that I care about in a building, but so often we look at the outside of buildings, so we say, oh that's beautiful. It looks great in a photo, but the experience of being inside of it, I don't actually know that the incentives are aligned for architects to think about that. DEVON: I agree. I mean if you have ever spent time looking for an apartment on Craigslist or a place on Airbnb, actually everything and I'll explain that later. But on craigslist it's like it tells you the square footage, it tells you how many rooms, how many bathrooms there are, which are obviously important details, but it does very little to describe features like natural light and things that make you actually happy, how livable it is. I think part of the problem for this is that it's a much harder thing to commoditize, which means that like it's harder to measure. It's harder to compare two things, there's not a strict measure that you can really use. But it really matters. It really matters a lot. The experience of being in a place is totally different from the way people will often describe a room, at least in describing a room in comparable terms. I think maybe it seems possible. Maybe someone just needs to build a vocabulary for it. DAVID: Okay. Let's play a little game. So if you had to take five metrics for deciding a house on Zillow, right? We have rooms square foot, but if you had five metrics that don't exist right now, what would it be? You do some, I do some. DEVON: Okay. I kinda like this, I'm thinking of it sort of like the, you know, the big five personality. It's kind of like that. DAVID: So you get three, I get two. DEVON: Let's see, I'd say flexibility. Like how much can you change the space to fit your own needs? Is it like very tightly custom designed? The purest example of this would be like the cabinets are built into the walls so you can't move the cabinets. Versus like a lot of ability to move stuff around. DAVID: Mine is the density of power outlets. Most houses don't have nearly enough. DEVON: Oh my god. The computer science building at Stanford has almost no power outlets, which is insane because you go there for the office hours and you know, everyone's there for hours and hours and hours and everyone's computer starts dying around hour three and there's one power outlet and the whole building. Yeah, that needs to change. DAVID: Here's another one. Where I really like houses where the rooms are super private and the open spaces are super public. So you have the kitchen, the living room, the dining room, all sort of in the same room because at the houses that I grew up in, the kitchen was always separate from the dining room. And so whenever we would cook as hosts, It was always sort of awkward because you sort of had to choose. Whereas you get this awesome communal vibe, but I think it really helps with family dynamics if all that is sort of in the same room and it has really good natural light and there's a nice ambiance in there because then people can cluster there. But then you balance that with like the privacy of the rooms. DEVON: I'll expand that one to like the ability to pass through. So in the house I live in right now, it's very hard to get to the backyard. DAVID: Yeah, describe this house because it's actually really cool. It's a commune with 10 people, but like really intelligent people here. DEVON: We call it an intentional community because commune has a lot of economic implications that probably don't apply. So I'm one of 10 people who live in this house. We're actually expanding to an upper floor and it'll be 16 soon. And we're just a group of people who we all care a lot about, having really easy relationships and what that means is I think a lot of the most meaningful and happiness-inducing experiences and interactions that you'll often have will be these little micro-interactions. It's very similar to what I was talking about with my old office. Where if it's really expensive to meet up with someone and hang out with them, it takes money, time, and energy. You have to have to call them, which seems like not a big deal. But here's an intention that's necessary therefore it to happen. You're only going to become close with people where you have an explicit reason to do so. Like sort of a motive almost. Whereas if you're just in the same place, this is why people love college so much. If you're just in the same place with a lot of people who are energetic, motivated, ambitious, like these amazing things will happen where you'll just bump into each other throughout your day and like amazing things will happen without intention and I think that's amazingly valuable and really easy to undervalue. DAVID: You make a really good point because that's almost in a place where that's not the case. Having relationships where you meet somebody right away is almost the mark of a good friendship. It was Saturday night, 11:00 PM a couple of weeks ago. My friend calls me and he goes, what are you doing right now? And it was the first time that happened to me in New York, but it was this like moment in our friendship where in order to do that. Like that happened all the time in college. Like that's college 101. Oh, what are you doing right now? But for it to happen in New York? First of all, was like shocking to me and second of all it was like this mark of our friendship where to get there with somebody takes so much more work because of the way that New York is built and that happens daily in this house here, which I think is really cool. DEVON: It's amazing. I mean, it's amazing you say that that's the case in New York because New York is probably one of the best places in the entire US for this. Like in the opposite sense of what you're talking about. Now imagine if you guys lived in Irvine, California or a far-flung suburb of Salt Lake City or something comes up for you to meet up with this person. Like right now it's just, you jump on the subway, you're there in a few minutes. Not that big of a deal. In those places, you have to like get in your car. Maybe you have to get your snow boots on. You can't get drunk and go home, which is also a good way to bond with people. Also, when you arrive, it will likely just be the two of you, probably no one else was invited, whereas like in a city, maybe you meet up at a bar where there's like a bunch of other random people around you who ended up being really interesting. Actually one of my closest friends. I met like at an event at the MoMa, and just because we like bumped into each other at a mixer afterward. That wouldn't have happened if we weren't in the city. You don't have things like the MoMa in far-out suburbs. And so this is like another example of not just architecture but the general built environment, having dramatic effects on the way you actually interact with the world. DAVID: So let's play another game. If you were to take, I gave you three, we're just going to do metrics again, three metrics or three data points that you could pick and you're going to choose where you live, the house that you lived, a location, what city, what the house looks like, what would the three that you picked be? DEVON: That's a good one. One would be, how long does it take for you to walk from where you live to like your top 10 favorite locations in the city? I think if the answer is a long time and especially if the answer is like you can't even walk there, that's not a good sign for me. Now I don't mean this to be normative for everybody. Other people do have other preferences. Some people want to like go on a big ranch in Idaho and like never see another human. Again, totally not my type but good for them. I'm not saying it's the case, but for me it's very important that I can walk places. I think the reason for this is because walking is a way to interact with your community in these small ways every single day where I think the way people get comfortable in a place in a social group is not through just like one really intense interaction, but through a bunch of smaller ones where you sort of see things from different angles you experienced, you know, what does my neighborhood looked like on a rainy day, what does my neighborhood look like when it's a cloudy day, what does it look like when I'm kind of tired? And these sound like tiny, trivial differences. But you can understand much better how things function. Maybe usually on a sunny day people will like to sit outside at Maxfield's coffee down the street, but on a different one, people sort of tuck inside and it has this closer vibe. You get to know the vibe just much better and you end up meeting people that you probably wouldn't meet if you were in an uber going from point A to point B all the time. So walking is one. Another one would be if for random and sort of once in a while type things like I had to get a necklace fixed the other day, how easy is it for this to be a part of your daily routine? So is it like you have to drive like way out of your way and find some really specialty store to do it? Or like what I did, I was able to walk two blocks away. There's a little jeweler who was able to fix it in three minutes and I walked back and that was like not even my whole lunch break. That was just a little pause in the middle of my day. I grabbed coffee on the way and I came back and up until that point, I had no idea that jeweler was there and we had a nice conversation. But it was just right there. And I love that my whole community can be inside of this little circle. Number three. DAVID: I'll give you my three real quick. So my first one would be natural light, as I've said many times before. That's super important to me. The second one, yours is walking, for me, it's like not having to use a car. So I actually sort of like taking public transportation so I just don't like driving and I don't really like being in cars. So those are the two. The third one would be I like being able to walk, especially to food. Like at my old apartment I was super close with everyone who worked at the bagel shop and I'm pretty close with all the ladies who work at maya taqueria, my local taqueria. And the last one would just be a high density of super intellectually hungry people, which for me is why I've chosen to live in New York. DEVON: Oh, I see. So we can expand this beyond built environment. I would definitely make that my third one as well. This is why I'm in San Francisco, New York maybe is a good choice too, but there is just always someone I can talk to about whatever crazy idea I have going in through my head or is going through their head any given day. I find not everybody here necessarily wants to discuss these ideas, but by using twitter you can actually find these people and like create this strong core where I've basically tricked my brain. The thinking that like everyone around me is just this crazy monster of ideas, continually coming up with new things. There's so much intersection of like different types of people doing work in the city. Everything from like researchers to engineers to entrepreneurs to artists. And unfortunately, fewer these days, as a city gets more expensive. And they're all just mixed together in this pretty small city where you can always find them. But then I think the important component is you also have to have some tools that sort of overlay this to help find them. Just walking around the city. Like I was talking about before, won't surface all of these people and you also are less likely to get outside of your current network if you just stick in your small neighborhood. DAVID: Let's do a quick fire round. So I'm going to ask you like five, six questions and try to keep your answers to like 30 seconds or less. Why do you love Stewart Brand so much? DEVON: He is a polymath. A lot of people take crusades on things. They pick one idea and they just drive it for years and years. Stewart takes hundreds of ideas and makes them all good and is still able to keep a really strong sense of identity despite not having like one thing that he ties himself. DAVID: So I have a theory that personality will end up being almost like the last mode and that sort of so much of what's happening in society right now is like brands are sort of disappearing where many people have less likely to have a favorite brand. But I think that the internet has made it really easy to connect with people. And Stewart Brand is always sort of been a pioneer of technology and I think that people can move around and explore different things through their personality in ways that institutions can't. And I think that that's really helped somebody like Stewart Brand. I don't actually think that focusing on the same thing is like a vector that really matters when it comes to consistency with a person. DEVON: I think that's true. And I think Stewart and Tyler are two fantastic examples of this being 100 percent possible. I think that most people don't realize that and they think that they have to pick one thing and so that you see th

Kevin Kwok: How Systems Work

North Star Podcast

Play Episode Listen Later Jul 1, 2018 66:14

Listen Here: iTunes | Overcast | Click Here to Keep Up with the North Star Podcast Our guest this week is Kevin Kwok and this episode is a special treat. Kevin was an investor at Greylock Partners, where he mainly focused on marketplaces, cryptocurrencies, and autonomous vehicles. Kevin is particularly interested in understanding the underlying structures that shape industries and the core loops that drive companies. And among other things is currently working on a class on loops, network effects, and growth models. In this wide-ranging conversation, Kevin and I jump between various topics such as A/B testing cities in China, Saudi Arabia and the future of democracy, and why we have democracies in countries and dictators in companies. Then, Kevin distills lessons from five extremely long biographies — four of them about US President Lyndon B. Johnson and one of them about Robert Moses, the “master builder” of New York City. Drawing on those Caro biographies, Kevin talks about power, where it originates, and how to think about systems. Kevin has an in-depth knowledge of political history, governments, technology and growing a company in the internet age. Today, we’ll weave all of those threads together. Links Kevin on Twitter Kevin’s Website The Power Broker, Robert Caro Lyndon B. Johnson Biographies, Robert Caro Time Stamps 1:27 Kevin talks about Robert Caro and his biographies on Robert Moses and Lyndon B. Johnson 3:08 How systems are the underlying reason for power in governments and companies 6:49 Kevin’s observations on the significant similarities between governments, religions and companies 10:27 Kevin defines his theory of loops and how they are a pattern that can be seen in the most successful businesses 14:03 Kevin’s observation on how successful governments and businesses use loops to scale 17:34 The two ways Kevin sees legibility, why it’s so important in creating synchronization between founders and employees, and how it’s the reason for Uber’s success 22:32 Kevin’s fascinations with Stripe’s thoughtful leaders and their transparency in growing the company 28:26 Why the outcome of loops is a leverage effect and how leverage can remove constraints and compound systems for more gain and less effort 34:49 Kevin talks about China’s goal to urbanize more of its country through A/B testing and his opinion on the pros and cons of their strategy 40:35 A brief history of Saudi Arabia, and its implications about whether democracy is declining. 46:25 Kevin’s opinion on the future of currency and how cryptocurrency is reshaping markets and their functions 51:32 Kevin talks about how infrastructure shapes how residents interact with their cities and the underlying problems that can arise 57:44 Kevin’s take on the new trend of contrarianism, how we’ve seen this pattern before and how to be most effective with a contrarian view 1:00:20 How Steve Jobs was a perfect example of contrarianism followed by impact 1:01:58 Kevin talks about his current focus on loops and his hope that humans continue pushing and testing this frontier Quotes “It’s too easy to see what other people are doing. It’s so easy to raise capital if you can paint a compelling case for why there’s a good return. The best companies are companies that have these internal compounding proprietary advantages that get better and are impossible for anybody else to do other than them. That’s what I mean by loops. There’s different ways this can look. For example, network events as people come and talk about them is an example of a loop. The value of the user increases as more people join the network and that’s an internal loop that other people, who don’t have your network and don’t have your users, can’t benefit from.” “People try to figure out how to build these systems that are independent from their hours put in. Fundamentally, your scarce resource is your hours. There’s just some finite cap and the level of productivity you can get. You can get more productive but there’s a finite cap to how much more productive you can get on your hours. As long as your output is contrast by your hours, there always is some cap to it. The question is, how do you get increased leverage on that and, how do you keep increasing the leverage on that at some point? Ultimately, capital is actually less of a constraint if you have a working business model than just the cognitive load and your ability to actively work on different things.” “Think about how much has been shaped structurally, without even realizing it, by the decisions that were made by people crafting the Internet standards. All of those decisions people made have had huge downstream impacts on every layer that has been built on top of them. I don’t think we regret that. I think that we look at it and we say, let’s make sure we do all of the good things there. Let’s also think about the mistakes we’ve made as we create other industries, whether that’s the current waves of finance, or the current waves of tech, or whatever. When you’re in these nascent periods of new industries, how do we make sure that we help the people who we trust to be making those decisions be there at the end.” “I think that a lot of people talk about contrarianism as being against the grain, and having views that other people disagree with. Of course, the challenge is the decision of, ‘I have this view that people disagree with. Is that actually a good view or a view that people disagree with because it’s a bad view?’ Similarly, it’s hard to judge the people around you because it could be that you have a view that is mainstream in your community, but it’s actually a contrarian view in the larger view of people. My view of contrarianism is that the important part isn’t in having this view that everybody else disagrees with. The important part is bringing it to everyone else, taking that view and causing it to become non-contrarian.” “The people we should be most excited about that have contrarian views are the people who don’t just have them, they then go make sure that those views stop being contrarian and we all believe them. In fact, it’s the people who we look back and say, was that even that contrarian of a view? Actually, we all believe it. And I think that there is too much of a focus on the standing apart and being the one with the unique insight versus the part which is, ‘how do you educate everybody else and bring that back into the mainstream consciousness?’. That is a lot of work and proves that what you were thinking about was actually valuable and important. That’s the part of it that I wish was more focused on, not the part where you just feel hipster.” TRANSCRIPT DAVID: Kevin Kwok, welcome to the North Star. KEVON: Thanks for having me. DAVID: So you absolutely loved Caro biographies and I thought that would be a fun place to begin this podcast. KEVON: I'm glad I get to do my paid advertisement for Caro now. So Robert Caro has written five biographies right now, one of which is on Robert Moses who is kind of the person who built all of New York City. And then the other four are kind of four biographies of Lyndon Johnson who is probably everyone's least interesting president when they don't know about him. And then after reading the biographies, he’s by far the most interesting I think. The craziest thing about the biographies is that they are extremely long and so they're just these huge tomes that if you try to get someone to read, nobody will because they kind of look at it and then they are like, I would much rather go and read 10 books instead of reading one of those. And so it's super hard to get people to start with it. And Caro has certainly done himself no favors on that, but they're just the best books I think about understanding power, where it originates, structuralism, and how you think about the kinds of systems and people who understand how to figure them out and make them work for good or for bad. Which both, I think, you know, Moses in New York, then Lyndon Johnson and the Senate, and then the White House are both kind of the peak examples. DAVID: What is it about power that interests you so much? And is there a story that you can tell from one of the biographies that illuminates your interest in power? KEVON: Yeah, for sure. I think power is less the thing that interests me about the biographies as much as understanding systems. For most people, it's hard to understand the companies they work at or how the government functions or why New York grows and the way that it grows is something that feels too complex to kind of be legible and be understood. But then you look at, you know, someone who does it and you don't understand why they're able to do it. And unpacking that I think is just super useful to get people down the road of saying, wait, actually how do all of these systems work? And can I figure out the kind of thing in either the company I work at to make it work better or in the kind of why the government operates in the way it does. And so to give you one example though, we could go on for infinite examples on this. I think if you look at Senate history, there really wasn't, you know, we now look at the Senate as kind of this dysfunctional organization that doesn't really ever produce meaningful bills, has a large impact. Uh, and that's not actually a recent phenomenon. I think that in general is actually how the Senate has always operated. But there's this brief period when Lyndon Johnson enters the Senate and then becomes majority leader where the just sheer volume of important bills that pass is ridiculous. Like most of the progressive bills we now look at whether that's kind of !medicare related or whether that's a punch of the public works or whether that's the civil rights act, all are kind of ones that Lyndon Johnson shepherded through and shepherded it through at a time where the southern senators had tremendous amounts of power. And where they were not interested in civil rights or anything like this kind of being passed through. And so a lot of it is kind of him going into this sub 100 person organization understanding at both the kind of personal level, but also kind of where there a centralization of power, whether that was how to raise money better and funnel that to government. Whether that was how to set up the subcommittees that actually had the organizational power and had the kind of power to shape what moved down the pipeline of bills or whether that was kind of setting up a structure where he decided had people in all of the subcommittees and helped both expedite bills. And eventually, people went to him to kind of make sure that their bills will get passed. But then that also gave him a tremendous amount of insight and knowledge and control what bills were getting passed and having leveraged with all the other senators. And so I think, you look at a bunch of those examples and then they're not dissimilar from how we look at companies now, right? Or how we look at any type of organization now of where are the natural places, where the constraints on the system are and where are the places where power resides and I think Lyndon Johnson certainly did not always do things for the greater good. He did things for his own personal power which sometimes was aligned with the greater good but oftentimes was not. And I think the interesting thing is how do you understand those systems? And then how do you hopefully have people who care about building good things out of those systems, understand them and use them. DAVID: Building off of that, even in that answer, you talked about companies, you talked about government and you strike me as somebody who looks at models and frameworks that sort of may be representing a lot of different domains with the world. How do you think about that? KEVON: Yeah. The thing that always strikes me about organizations is that whether you look at governments or religions or companies, all of them are kind of topologically equivalent. Like they're all kind of the same thing. There are organizations of people that have some set of rules for who's in the group. Some set of rules for how the group makes decisions and come to a consensus, some sort of rules for how they allocate resources and all of these things. And so you can look at them on a bunch of different factors and they vary right, for example, you looked at a lot of companies and companies kind of allow both the company and the employee to unilaterally decide if they want to be part of the company. Whereas governments, for example, kind of have this rule that says, hey, as long as you don't commit treason, if you're a citizen, you're a citizen. And so they vary on different things. But actually, once you account for that, at similar orders of magnitude they're very similar. And so I think as an example, one thing I think about a lot with companies is are companies today are more similar to a companies a thousand years ago or are they more similar to city states a thousand years ago and what are then the lessons you can draw if you look at all the different things that are similar in some regard but different in others that you looked at and say, hey, you can actually learn some interesting lessons about how religions organize and structure themselves for crypto projects. Are there lessons for how the Senate operates for decisions within companies or things like that. DAVID: So how do you think about balancing the similarities between different structures but also the reality that as things grow and scale, begins to change the properties of something. Right? Because you could see similarities between different companies for example. But also there's an inherent tension between growth and wanting to sort of rest on those models, but things change as they scale. KEVON: Yeah. That's, that's a great question. I think the thing that always confuses people is that as their companies grow or as any organization grows by an order of magnitude on any dimension, whether that is customers or employees or a number of purchases or anything, it's just a fundamentally different company and a different system. And the things that you've built and the processes you have that work great when you're 10 people, stop working when you're 100 people and definitely don't work when you're 100,000 people. And so a part of it is that you have to be comfortable saying, how do I understand that even just being successful at the same thing, we are successful, that will by definition obsolete our competence at it because it will grow by order of magnitude and will be fundamentally different. And how do you understand what are those ecosystems and loops that you have? And you know, as they get to a new scale, how they change and what they need to transition to and what that looks like, that might be very different. DAVID: So we were at dinner about a month ago and we were talking about loops and you have some really interesting ideas in terms of the relationship between loops, sales, network effects, maybe even careers. So just gonna let you run with that. KEVON: Yeah. It's funny because I feel like I talk about loops with a bunch of people or on !twitter. And then I realized that everyone just asked me what loops are and I don't have a great explanation because I feel like it's not discussed super often. I think to kind of start from the beginning of it. I think one of the things that I've thought about a lot is if the two of us were going to start a company a thousand years ago, 500 years ago, the best way to start a successful company would be to get the government to give us exclusive trade routes between the US and India and guarantee that anyone else using those routes, the military or the navy would go stop them. And you could build a hugely successful business there. And then in the 1800s or 1900s, the best way to do it would be to find some area, maybe a natural resource or building railroads or something like that and go build this business that is economy of scale after you have a bunch of proprietary relationships. And it'd be hard for people to both copy that or raise the capital to compete with it. But now you look at the most successful companies and certainly the tech companies and it's too easy to see what other people are doing. It's so easy to raise capital if you can paint a compelling case for why there's a good return on it. And so the best companies are companies that have these internal compounding proprietary advantages that get better and are impossible for anyone else to do other than them. And I think that's what I mean by loops and there are lots of different ways that can look. For example, I think that, you know, network effects as people commonly talk about them, are an example of a loop where the kind of value to the user increases as more people join the network and that's an internal loop that other people who don't have your network and don't have your users can't benefit from even if they know that it's true. But I think that network effects are one subset, but there are lots of them and they're all over companies. And actually the interesting way to think about companies or sectors or any of these ecosystems is kind of the loops around them and what is compounding and not only what is compounding but what's constraining them, because when you look at something that's a loop the and keeps compounding, the thing that hurts it the most is wherever it is most constrained and is dropping off, right? So I think that both for individuals and for companies, we don't currently track things like this. In fact, many of our metrics today are more geared around either funnels or other types of ways of looking at companies. But really as you think about how do you build companies and understand the sequencing of what compounds and why does it keep getting bigger. It's all about what are the loops you have and how do you strengthen them? And then what are the constraints on them and how do you remove those frictions, right? Whether that's financial capital or social capital or knowledge or having more employees or whatever it is. DAVID: What changed about the world that made loops super relevant? KEVON: It's a good question. I think that loops were always relevant, but the thing is the less data and iterations and the less at bats you have the less loops matter because if you look at an enterprise company and you know they need to land the government and they land the government and they're a public company and that's the entire business. Then you know, these loops don't really matter. What matters is, can you build a great relationship with the buyer at the whatever department in the government and can you get them on board, but then you look at the other extreme and you look at consumer marketplaces and it's not enough to say, I got dinner with that one buyer and they bought $25 thing on my website and now I'm golden. You have to say, hey, can I get 10 million people to go do that? And it's just not possible for me to hand go to them and get to know them personally. I have to build a system that aligns them with me and causes them to engage with me and then retain and then keep buying and then be happy and then keep spreading the word to other people. And so the more we have things that have greater amounts of data or customers, the more we have things where you have more interactions with the customers, the more that you have things where you can't just have the government dictate that you win or have one or two people decide who's the winner in the market. The more we get to a world where you have to build these internal systems that compound. And I think that's why we're still in the early days of it. I think we'll look back in 10, 20 years and a lot of how we track things in companies, a lot of how we look at things will have shifted towards this because one model of companies or model of venture I look at is at one end of the extreme is enterprise sales where it is more knowable, what makes a company successful and which people could start a successful company and who are the customers. And then on the other side is consumer social or consumer marketplaces where even for the best investors, it's super hard to predict which one will figure out the loop and get traction with customers. But you know, the whole point of tech as an industry and venture as an industry to some degree is taking these things that are not yet understood about how we should think about metrics or how we should think about company building or loops and then making it understood and benefiting from that. But hopefully, the things that are the frontier of our understanding today about company building, in 20 years, kids in college, will just look at you like you're dumb for even thinking that that was ever not understood in the same way that we look back at companies 20 years ago and we say, you know, of course. I think that exactly like that, you go back enough years, it wasn't in the mainstream consciousness about how to think about that. Now it's almost overused, right? Everyone kind of knows that's how they should think about that. And I think the question is how do you keep pushing all of these views that are usable and useful of how to think about companies or just how to think about any system forward collectively. Right? DAVID: And on that theme of pushing forward and pushing to the frontier where we were talking a bit about pushing the frontier of legibility. Can you do a quick background on legibility and illegibility and talk about what you mean by pushing the frontier of legibility? KEVON: Yeah, for sure. So I think that there are two ways I think about legibility, which I'll go into. I think the first is that legibility in companies, which I view as kind of two things I've been kind of thinking about are legibility and synchronicity and companies. And so I think legibility to me and companies is, does each person at a company understand why the company works the way it does and what's important to the company and what are the loops that matter to the company? And I think that's super important because a lot of times people do their job well and then the company or their manager or whoever kills the project and they don't understand why and they don't understand why even though they did the thing that they were told to do, it didn't fit into the larger system of what the company wanted. And the same is true for founders. You know, a lot of times founders have to figure out legibility of the market, right? And understanding where they fit into that. And I think that it's hard to measure and we don't really measure this but it's interesting to me to what degree does each person within a company understand the loops and the rest of the company so that they always know how they should kind of act and the things they should do that are most beneficial for the company. I think if you think about legibility as kind of everyone at the company trying to understand the company, synchronicity is kind of the flip of that, which is if you're the founder of a company, what is your ability to have everyone at the company synchronized with the things you want and on the same page and of kind of how you think about it and what actions are important and working towards those. And I think that these are the kind of the two feedback loops in both directions within companies that are their own system and loop, right. That when you have it really well, it's just significantly more productive and for better or worse. For example, I think that Uber had tremendous synchronicity, more so than many, many companies and it allowed them to act with super distributed teams in every city. DAVID: Almost a balance of their central headquarters, but also the local units that would go into every city, work with local government, understand the local dynamics of the market and they had good synchronicity between the two. KEVON: Exactly. You need the legibility of understanding what is actually what should be different for each market and having the teams on the ground there, but then you also need them to understand kind of what is actually the most important things that Uber as an entity cares about. Right. And those are things like liquidity and having a driver available within x minutes from anytime you call or having pricing that looks within a certain range and these kinds of metrics that you need to have kind of synchronicity across all of the groups on. I think that also is just as we talked about with Caro, I think that goes in both the benefits and the cons, right? Because it also means that if you have issues, those can get synchronized across the entire companies too. But I think that one thing that Silicon Valley has done significantly better than many other industries is how to think about the internal structure of organization and how do you actually get leveraged. So instead of just adding more and more humans and hoping that it works well, but inevitably kind of falling over because it becomes harder and harder to coordinate. How do you actually figure out these systems so that you can coordinate people both on the team, or a lot of marketplaces if you look at Uber, Airbnb for example, I think that they don't have direct control over the hosts or the drivers, but they still need to have synchronicity and legibility with them of figuring out how to coordinate with them and have them act in ways that are beneficial for both them and the platform. And that's even tougher when you don't have direct control because they're your employees. All of the tech companies have been figuring out a lot of advancements in how do we think about company structure and you look at how Amazon or Stripe or all these companies very intentionally think about it and you know, there's a lot of mistakes made, but it also is kind of pushing forward a bunch of this, right? DAVID: Talk about Stripe, I'm really interested in stripe and I think that in terms of its impact on the world, it's very under-covered and definitely understudied. KEVON: Yeah, absolutely. I certainly think that there are many people who know Stripe much better than me and I definitely don't know all the details of it. But I think there are a few things that are fascinating about Stripe. I think certainly one of them from a company organization standpoint is that the Collison brothers, even from afar, are just very clearly thoughtful leaders who are consciously thinking about knowledge. It's baffling to me given the demands of their jobs, how they have the cognitive time and any of the ability to spend the amount of time they do just soaking up knowledge and thinking about how to kind of structure their company better and structure or their system better. But you just look at them and they're super intentional about it. Right? And I think that whether that's the internal tooling they built out for kind of improving communications internally, which they've blogged a bit about or whether that's kind of how they think about the emails being open and shared and having a default to that so that people can have as much information as possible. Whether that's just kind of seeking out the best practices from other companies and always kind of trying to figure out how to improve. I think that one thing you look at is that people talk about A players and B players and C players and companies and there's always the adage of kind of you want people who are not afraid to hire the best people to join them versus afraid that people will kind of replace them. But I actually think there's another accede to that, which is how much do you bias towards people who will build things in the same way that they have been built versus people who will rethink how to build these systems. And don't get me wrong, I think that a lot of times the best practices that have been established are great and so in a lot of places you do want to hire the person who has built out with VP sales at the company that was the last generation of what you're building and can immediately bring you to all of those best practices. And so that's kind of one accede to me. And then there's another accede which is, are people willing to look at kind of the situation of your company in particular and say, hey, actually should we rethink how it's done and would it be more beneficial or should we obsolete this business unit entirely and would that actually be beneficial? And then am I not afraid to do that. And I think the harsh truth is that most companies, getting to the best practices is kind of a baseline requirement. And if you can't do that at some speed, you don't really earn the right. You just don't have the time or the money or the ability to experiment with new models that might not work. And the payoff could be much higher, but you might not find out whether it worked or not for a while. Then you look at companies like Stripe that kind of do operate at a great level, and then still are able to find the time and say, hey, actually we should still rethink these systems and figure out if there are ways to build it better. And that's how you build very special companies. Because I think that as an example if you look at marketplaces and you look at Uber, it wasn't common knowledge to think about network effects at a local level when Uber started and when Lyft started, people didn't do city teams in the same way. They kind of launched nationally and both of those companies kind of really pioneered, at least for the mainstream consciousness, this idea that actually it might be advantageous to launch city teams because there might be these loops that are better done at the city level versus at the national level. Now, you look after Uber and Lyft and there were so many marketplaces that all kind of created city teams and launched. Actually, it's not obvious that was always beneficial. I think you look at a lot of these teams and they kind of copied this new norm that kind of became standard instead of also thinking for their sectors, hey, actually if you looked at it, what is the correct scope of my network effect and what's the best area, whether that's the city level or the state level or just the local neighborhood or even one block and saying what actually makes the most sense. And so for example, if you look at the scooter companies that are popping up everywhere in the US and whether they'll be successful or not, what's fascinating is that their natural zone is not quite cities. They work much better on the Venice boardwalk. Then they work in the middle of some suburban neighborhood in Los Angeles. DAVID: Wouldn't work in Houston. KEVON: Right, right. So the question is if you look at that, how do you figure out how you deploy the people in your organization, how do you think about the metrics and what scope you should be tracking them and how do you think about what are those loops and what is the natural scope of them so that you can best build the business and have it compound. And I think that, you look at companies that are just super thoughtful about it and it's incredible and you know, part of the challenge is, how do you find people who have that bias, but also how do you have a cadence of shipping and progress that is fast enough that you know, have the time and ability to spend those resources thinking about it. DAVID: It seems like leverage, is sort of the outcome of loops. So loops keep spinning. Perhaps as the network effect grows, they spin faster and faster and over time you're building leverage. And that's something I think about in terms of building a career. I've been thinking about maybe we're moving from a world of career ladders to actually spinning different loops and going where which ones are spinning faster and faster, and then that's where we direct our attention. So how would you think about this in terms of a personal career? KEVON: Yeah, a few things on that. So the first is, I think the way I've thought about careers, which I think is very much to your point, is there is compounding and unconstraining. And so I think unconstraining is that the reality is most of us, probably all of us are constrained on different things. In fact, most people think that money is the constraint because for most people money is the constraint, right? And if you're living paycheck to paycheck, money is the thing that is kind of constraining your ability to decide what you want to do and to pursue or to optimize for the long-term or all sorts of decisions. And then for a bunch of us, not that money is not a constraint to some degree, but then you get passed some point where you're worried about paying rent or paying for food and money becomes less the constraint. And then there are other things that might be the constraints such as knowledge and learning about things or who you know or all sorts of other areas. And so I think one way I look at it is that you should always have a view of what are the constraints on you. And that's kind of you as a loop, right? What are the constraints that are kind of blocking you? And if they were unconstrained you would act meaningfully different and you would feel like you had more autonomy to decide what you wanted to do. And then I think the second half of that is compounding. And so how do you build out these loops and how do you build out loops that actually have the ability to compound for you? So for that, I think there are two ways I look at it. One way is for you doing whatever you like, whether that's your podcast or whether that's your business, how do you build it so that you doing it today versus you doing it a year from now, it's better, easier, higher quality, lower costs, all of these good attributes a year from now versus today because otherwise it's kind of, there's been no progress. Right? And it's kind of finitely limited. DAVID: It's like the red queen effect of always trying to spin faster and faster. One thing I'm always thinking about is how do I build leverage so that I can achieve, it sounds obvious, but the goal is how to achieve more without running faster and faster and that sort of by building that leverage so that once something comes, you can just automate or have the connections to see something and make it happen. KEVON: For sure. The red queen effect is a good way to put it because I think that the natural state of most things in the world is default and tropic and so the natural state of things is that, you find a successful business, competitors will see that and come to challenge it that the things that you've been doing eventually they will degrade slightly over time. And so that's why it's important to find the things that are naturally compounding because actually, the default is that things will naturally kind of revert to the mean. Right? And so you have to find these areas that compound, whether that's on your time or whether that's building out systems around you that kind of will help scale up your work, whether that's with people or with the kind of products you build because otherwise the natural status for them to kind of all revert to the mean. DAVID: It was funny, we were with some friends last week. I was in Austin and we were talking about the spectrum of typers to tappers and typers are hardcore workers, hands-on-keyboard people and they are the workers of an organization. They generally have less leverage, but then my buddy, he was with the CEO of a sixty-billion-dollar of a Japanese firm and he said that his biggest insight from spending a bit of time with him was that he was a tapper and that he had so much leverage on his time that his career could all be done by tapping on a smartphone screen. And the fundamental insight was that he's not doing work. Rather he's directing the flow of a gushing river and he's directing the flow of water. KEVON: Yeah. That's interesting. I think that there's a lot of truth to that. There's also, not to take away from the former, there's a lot of just how does work get done? Right. And the reason I think eventually people will think about how to build these systems that are independent from their hours put in is that fundamentally your scarce resource is your hours. And so there's just some finite cap and the level of productivity you can get more productive, but there was a finite cap to how much more productive you can get on your hours. And so as long as your output is constrained by your hours, there always is kind of some cap to it. And so the question is how do you get increased leverage on that? Right? And how do you keep increasing the leverage on that at some point because ultimately capital is actually less of a constraint if you have a working business model than just the kind of, not even hours, but just your cognitive load, right? And your ability to how many things you can really kind of keeping your mind and be actively working on. And so I think everyone eventually either intuitively struggles with it or tries to explicitly build out these systems of how do I build systems around me or my company so that I can kind of get more leverage on this and be able to keep scaling it up without it being affected by the fact that I only have x hours to work per day even if I cut into my sleep. DAVID: Gonna change directions here. I think both of us are pretty interested in cities. And personally, I'm fascinated by city-states. Actually, one of the things sort of on my long-term bucket list is I'd really like to travel to Singapore and Hong Kong to Dubai and compare and contrast the different city-states from culture to economics to politics. And I know you've talked a lot about city-states, but also from sort of an A, B test perspective. What do you mean by that? KEVON: Yeah, so I think one of the areas on cities, and this is specific to China. When I was talking about this in good ways and bad ways, I think that China seems to A, B test cities in the same way that companies in the US A, B test features. And look, there's a lot of bad about that too, right? I mean, I think that when you A, B test cities, whichever is the B test that did not work out that well has a lot of people's lives affected. On the other side though, it means that they're integrating a bunch on experimenting with how should you structure cities and how do you improve cities the most? And so I think that if you look at China right now and I think China's plan is to urbanize more people in the next few decades in China than people who live in the United States. And if you think that the, the best way to improve human well-being is actually urbanization, which I think a lot of the data points to, of all the network effects of cities. Then it makes a lot of sense, but it also is a insanely daunting thing to say, how do I intentionally manufacture over 300 million people moving into cities that do not exist today. I think that when you think about that challenge and how, how you build that, it's a lot of different experiments that they've done on a scope that in a lot of other countries we don't do for better or worse. And you contrast that to a lot of the debates people have in San Francisco on housing policy for example. It's just a much higher both centralization of power and bias to action, which has a lot of downsides but also has a lot of upsides. And so I think the contrast to that to me is if you look at democracies, I think that one of the, kind of weak points of democracies, the one that people commonly talk about is majority rule. I think that's discussed a lot and because it's discussed a lot of people think about how to mitigate it a bunch, which is good. I think that one of the less commonly discussed ones is that democracies don't represent future stakeholders. And so democracies are greater representing all of us who are around today, but they don't represent the people who will be affected 10 years from now by our decisions or 50 years from our decisions because they don't vote. Sometimes they're not alive. And the way in governments we deal with this is that for the most part, we think that the people today it's their children who will be the future stakeholders. And so it's okay because they'll kind of think about the interests of their children. So even then, if you look at a lot of how we make funding decisions for a lot of government institutions, we don't seem to account for kind of how it's handled down the road. But when you look at a lot of the areas that there's a lot of disagreement on such as housing policy or immigration or areas like this, I think that a lot of the problems come down to the fact that a lot of the people who care about those decisions are not part of the process of deciding those decisions. And so it's not the immigrants, it's not the future citizens who are currently living in other countries who get to weigh in on what immigration policy should be and it's not the people who don't live in San Francisco but would live in San Francisco if housing was cheap enough, who'd get to weigh in on that. And that creates this misaligned incentives where people aren't being irrational. They're actually representing their interests. Right? And you know, people who own houses should want their houses to increase in value. People who live in a country, at least some set of them would not want other people to come in. And I think that in so far as you think that those kinds of things are important. There is a question which is how do we kind of fix these issues or mitigate these issues in our democracies so that we do represent these stakeholders and I think historically two ways we've done is we've either said, hey, here's why it obviously is economically beneficial even for the people who are already there to have San Francisco grow in size and more people move here and grow the economy or another way we've done it as we've had cultural norms or we've said, hey, you know, America is built on this norm of being built by immigrants and welcoming immigrants. And I think both of those and other strategies are powerful, but both of those seem to be weakening. And as they weaken, then the question is how do you make sure, as long as you think these are good things for cities to have, how do we get these benefits? So without the downside so that we can get the benefits that countries like China have with kind of growing their cities without the downsides of kind of totalitarian rule or pollution or a bunch of centralized control that's not representing the interests of the people. Right. DAVID: So we've talked about America, we've talked about China, but I see that you're really interested in Saudi Arabia. Why? KEVON: Yeah, yeah. I feel like over the last few years, certainly there's a handful of countries that I feel like I've just personally and certainly for no professional interests, spent a lot of time thinking about and researching and Saudi Arabia is one of them. I think Saudi Arabia is fascinating right now because it kind of hits on a lot of trends that are happening in the world right now. And so for example, one trend is that Saudi Arabia is this fascinating country where, people, most people don't quite know what to make of it. It sort of is, you see a lot of reports and you say on one hand it looks like they're cracking down on corruption or improving women's rights or opening up to foreign investment. And then, on the other hand, you also look at it and you say it looks like it's centralizing power and becoming less democratic. Not that it was entirely democratic at all ever, but it's becoming even more centralized in power and actually trending towards kind of a dictatorship and cracking down and imprisoning political enemies. And so you look at these two sides and I think it's hard for a lot of people to weigh what's happening. But I think, you dig into it a bunch and what's happening kind of also then explains a bunch of kind of structurally what's been happening in the Middle East. And so one example is over the last five, 10 years, MBS, who is the current ruler, has kind of been involved in a tremendously done coup of the other royal families in Saudi Arabia. And you look at that and one part of it is a lot of the conflicts in the Middle East, a bunch of them can be traced back to the fact that MBS was kind of in command of the external facing parts of Saudi Arabia. Whereas the other sides of this internal coup were in charge of the internal facing government organizations. And so having a bunch of conflicts happen in the Middle East actually make it more important to centralize power with the external facing side of this government. And helped him gather power, build relationships with the military, cement those relationships as he then went to kind of cement his power in the throne. A lot of the movements on both liberalizing externally but solidifying rule internally or are very interconnected, right? And you need to have the external allies aligned with you as you kind of deal with a bunch of the internal conflicts. And then finally, I think that it also is just an interesting data point on this trend where I think a lot of us, if you think about the core things that you believe in and if at the top of that heap of things that you believe in but don't hold very strongly is kind of what's your favorite breakfast food. And then at the bottom of that heap is your belief in maybe for some people democracy or their religion or free speech or whatever areas they care most about. I think that one of the questions we're dealing with today is, is there a reason democracy is structurally trending away as the dominant form of government? Because if you look around the world empirically and Saudi Arabia, China included are good examples of this. It feels like there was a time years ago where it felt like the world was getting more democratic. It actually feels like the world is getting less democratic now. And there was a question of why that's happening. You know, for example, I think one reason you might say it's happening is that it's actually becoming more possible for countries to understand the needs and what is going on at a local level in their countries. And you look at China for example, and you go back a thousand years in China. It was impossible for people in the central government to truly coordinate with all of the local provinces at any reasonable time-frame. And so there's just a natural decentralization that happens there where you need. We're even if we say it's under one ruler, you have to let local officials decide things because it'll take eight weeks to hear word back for any decision. Whereas you look at China now and because of all of the information technology that has been created and because of all of these things, it's more possible than ever for a government to understand what's going on and all of the local provinces and in the best form of that say, hey, actually what are the things they want and what are the things they need? And so it's become easier and easier for centralized authoritarian governments to both control, but also provide for and understand what they should provide for, of people around their countries. And that has made democracy seem to trend downward, which I think for a lot of us as a pretty frightening thing, but it's a thing that I think you should always assess whether the thing that you don't want to happen. Is it a temporary blip that it's fading away or is there some structural reason? And if so, how do you either try to mitigate that or how does that influence your views on it? DAVID: My question to you is sort of a meta question, but there is this sort of this spectrum from people in crypto land who say this time is different, things will never be the same to people often in finance. A lot of the literature is, this is just a cycle, we go in cycles of the market is going well, the market drops, the market goes well, the market drops. How would you think about the words this time is different in terms of something like government and democracy? KEVON: Yeah, yeah, for sure. I think that also in the crypto point, I think that that is also a super fascinating question because, on the crypto side, I think that it's exactly as you say, right? People who are involved in crypto say well we reshape a bunch of the markets of how things function. This will be fundamentally different. And then people in both tech and finance say, actually, there may be some changes, but it will kind of reconverge back on the same thing. And to some degree, I think both are correct. I think that the way things work is you can change a lot of things. Now eventually people will recentralize as they figure out where are the dominant places to centralize power within these ecosystems. And so we don't yet know where that is in crypto. I think eventually people will figure those out. But to the point, and part of the reason I think a lot of people, myself included, are interested in crypto right now is that the decisions made in this kind of formative early part of these industries. If you think these industries will become important, which I think we don't know if certainty, but there is a decent likelihood that crypto could, a lot of decisions made. Whether consciously or unconsciously in the kind of days where this is kind of still wet clay end up having huge downstream effects. So for example, if you look at privacy norms in the US, I think that a lot of decisions that were made by both the CEOs of companies like Facebook or Snapchat or other companies that are at the forefront of kind of both the communication mediums that people use for this as well as kind of a video recording or other areas, the decisions they made and the people who influenced them kind of had an outsized impacts on social norms around those areas. Now, not to say that the government doesn't help get involved in it and not to say that the people don't, you know, in some ways regulate and socially regulate their decisions, but they have a lot of impact. And so if you care about those impacts, then what's important is kind of being in zone of those decisions and how those decisions are made or being able to impact the people making those decisions so that they do think about the consequences of them and they think about what the downstream impacts are and you look at the Internet today and the, there's many volumes of kind of debates that were had on internet standards and for the most part, we don't remember them now at all, but you think about how much has been shaped just structurally without even realizing it by the decisions that were made by people kind of crafting the internet standards. And all of those decisions people made have had huge downstream impacts of every layer that has been built on top of them. And so I don't think we regret that per se, but I think that you look at it and you say, hey, let's make sure we do all the good things there. Let's also think about the mistakes that we've made as we've created other industries. Whether that's the current waves of finance or whether that's the current waves of tech or whatever. And say, hey, when you're in these nascent periods of new industries, how do we go make sure that we help the people who we trust to be making those decisions be there at the end. Right? And I think that's not unique to crypto. I think that's also the same if you look at governments, you look at AI, you look at a lot of these areas, a lot of us personally won't be able to affect a bunch of those, but to the degree you can, you want the people who you trust to be making the decisions that you think are most aligned with how you think decisions should be made to be the ones at the table who have a say. And the reality is the table stakes for being at that table in many of these industries is building the companies that have the dominant loops and are the dominant companies of their industries because they're the ones who get to kind of have a seat at that table to decide what our norms will be for AI or what are norms will be for crypto or any of these areas. DAVID: Even something as simple as the words we use shape how we act and whatnot. And also we were talking about cities earlier and when you think about building the infrastructure of a city, a city that depends on highways operates very differently from a city that depends on public subways and whatnot, which operates then again, very differently from a city that has roads designed for bikes and people who are walking, right? So the infrastructure that we build at the beginning will then shape the topology, the culture, and basically the modes of action that arise later. KEVON: 100 percent. And maybe that's a good reroute to the beginning of a Robert Caro because I think his first book about Robert Moses who kind of built out much of what people look at in New York City is a really good example of this because Robert Moses, he basically was unchecked in his power in building things in New York, which has a lot of downsides. And I think that the flip side of the critique of a lot of things going on in San Francisco right now where people say, hey, I wish we built more is what happens after Robert Moses where for decades after Robert Moses, people. I think Jane Jacobs is the most known among these said, a lot of things that he built weren't great. And some of that was terrible views and decisions he had. And I think there's a lot of things we can point to there. And then part of it was also areas where he was one man and didn't have full legibility on what the city needed or wanted or how to prepare for the future. And so to give you some examples of this, he built the highway systems in and around New York City and at the time there were very few people driving on highways or in cars and he kind of was one of the first people. And then a lot of the people who then ended up building a bunch of the highway systems for Eisenhower across the US where people who worked for him and he built these highways and he refused to put public transit lines along them. And his view was why would you need this? 1. The highways you can more than handle the capacity of cars that are driving. And 2. Another view he kind of had or people suspect he had, which is he was slightly elitist. And he said, cars are the rich and public transit is the poor. And actually, I want to make it much easier for the rich to get out to these places and not have the poor able to do it. And so you look at these decisions and they had huge impacts for a bunch of reasons. So one reason, one impact they had is that a bunch of these decisions he made that were either racist or discriminatory against the poor, just created ghettos within New York, made it impossible for people who are poor to afford to go out. And the same way that people who were rich were, they had real impact on real people's lives. And Robert Caro, I think he does a great job of both capturing how Robert Moses accumulates power and understanding it while also capturing the real stories of the people whose lives were affected by it in terrible ways. So that you understand that we shouldn't just love this. We should understand that these decisions have very real impacts. And you know, there's one section of the book where he goes through one block that was affected by the decisions that Robert Moses made and talks to the children and grandchildren of people who lived on this block that was raised for one of Robert Moses' project and how their lives were affected by that and how crushing it was to their families and how much it impacted even two generations later, their children and your grandchildren. And so I think that there's that side of it. And then on the other side, you look at it and his refusal to build public transit lines along the highway has kind of still, we are feeling the impact of that because obviously now cars are ubiquitous and everywhere and the highways he built to handle that. And the reality is highways period can handle that without building public transit, LRT systems which just can handle significantly more people. And so you look at a lot of these decisions people make around how we structure our cities or structure of companies. And these decisions have huge downstream impacts and so I think it's fascinating to see all these decisions being made a lot of times without the full understanding of the downstream impacts and without other people understanding that these are very important decisions. And that's kind of why I think the Caro books are just great at this because they make, you realize that once you take the time to understand how these ecosystems develop and the downstream impacts of them, you understand why all of these things are important and they show how one person can have a huge impact on it. One person who understands the system and kind of where the vulnerabilities of it are and where the weaknesses are in it can have a huge impact on it. And you know, hopefully, that will be people who have good intentions doing that. Right? And using that. And that's why I kind of want a lot of my friends and other people to read the Caro biographies to kind of understand that and be able to be in position for those. But it also means that it helps you understand when you see people who are making bad decisions about it, right? And whether intentionally or not and kind of understanding that the importance of things like housing policy or things like public transit, whether that looks like bike lanes or highways or LRT or whatever because they have a just huge impact on everything else within these cities. DAVID: The last question before a couple of quick ones at the end, you had a thought about contrarianism a couple of weeks ago that I've been thinking a lot about. I think perhaps we've gone a bit too far with it and often in the name of contrarianism we miss the mark about what it's really about. So I'd love if you could riff on that for a bit. KEVON: Yeah, for sure. I think that contrarianism has become obviously a very mainstream area where ironically everyone wants to be contrarian now and what's interesting is that I think I've always been fascinated by these concepts where everyone is a big fan of them, but we don't unpack them further. And so for example, I think network effects is another example of these areas where everyone knows that they should say they are contrarian or they have network effects, but then you really push on kind of like, what do you mean by that other than just I have good things. So I think that a lot of people talk about contrarianism as kind of being against the grain and kind of having views that other people disagree with. And of course, the challenge is the decision if I have this view that people disagree with. Is that actually a good view or is it just a view that people disagree with because it's a bad view. And similarly, I think it's hard to judge if you're contrarian enough from the people around you because it could be that you have a view that is mainstream in your community, but that view is actually a contrarian view in the larger view of people. But my view of contrarianism is that the important part of it is not about having this view that everyone else disagrees with. The important part is bringing it to everyone else and actually taking that view and causing it to become non-contrarian because a contrary view that stays controlled forever. It's just something that is- DAVID: It's all intellect, no action. KEVON: Yeah, it's useless, right? It's useless both for you and for the world. And so the interesting thing is actually having views that are not the consensus views of the world, but then doing your work to make sure they become consensus to the world if they are better, and don't get me wrong, I think that part of that is getting rewarded for it, right? And figuring out how to generate value from that, whether that is in building a company or whether that is in finding people who are like-minded. DAVID: I think a great example of that is Steve Jobs. His vision for the future of computing, a contrarian that many people doubted. There are all the stories that we know, but then he goes out and profits from it by giving his vision to the world. And I think that to your point, that's why he's revered in society. KEVON: Absolutely. And I think that the best thing to look at in contrarianism is how successfully they obsoleted their view from being contrarian, right? Because the people we should be most excited about who have contrarian views are the people who don't just have them, they then go make sure that those views stopped being contrarian and we all believed them. In fact, it's the people who we looked back and we say, hey, was that even that contrarian of a view? Actually, like we all believe it, right? I think that there's too much of a focus on the kind of standing apart and, and being the one who has the unique insight that nobody else has versus the part which is how do you go educate everyone else and bring that back into the mainstream consciousness and actually that is a lot of work and that is the thing that proves that what you were thinking about was actually valuable and of importance. And when I think about contrarianism, that's the part of it that I wish was more focused on versus the part where everyone can kind of feel hipster and feel that they're the special person with special thoughts on it. DAVID: Totally. So a couple of questions about you. The first one I'm going to steal from Tyler Cowen (my episode with Tyler here), he and his interviews saying what is your production functions? So what helps you stand out, be different, and have these ideas that you've shared with us today? KEVON: I don't know to what degree I stand out or have done well or I'm different. The view I care about is in understanding how systems work and the structuralism of that and I find that the people who I get along super well with and could talk for hours with are people who share that curiosity about trying to understand systems. When I think about on a kind of 50 year time horizon, what are the bets that I would want to take and would want to live by and then when you're retired and 50 years later if you're wrong, you're like, well, I'm still glad I took that bet. But it could have been wrong. I think the first one is kind of a on this idea that there is value in understanding systems and actually part of what we all should be doing is pushing this frontier of understanding the world and understanding why things work the way they do and then actually testing it and seeing if it is true in our theories on that were true. And so I think that is a bet I'd take any day of the weekend and I think is just natural gravity I have. And then I think the second one, which is tied to that on the people side, it's just finding people you resonate with who kind of are interested in thinking about the same types of things you do. Because at the end of the day, just like companies have loops and network effects. I think that people are ultimately the loop and network effects for each other. And the reality is we write biographies about companies and people and because of how we write biographies, we always view them as kind of the start of the company is when the company was incorporated and then it was built from there. When the reality is that the companies were all started 20 years before that of the set of people who how the founders knew each other, the people who they bounce their ideas off of the people who they would go then and higher. And so all of the compounding companies and governments and organizations to me seems to stem from the people you surround yourself with and how you resonate with them. And so I think that also is kind of how I both draw most of my ideas is from those discussions and also kind of how I stress test my ideas is kind of pushing on those with people who are curious about those same things or who are in other fields and you find the consilience between the fields. DAVID: Well Kevin, thank you so much for coming on the North Star. KEVON: Yup. Thank you so much. Hey again, it’s David here one more time. At North Star Media, we help companies build brands on the internet, and through content, we help them build trust and generate attention. And we do it through blog posts, books, videos, and podcasts like this one. You can support the North Star Podcast by leaving a review on iTunes. Or you can share the podcast on Twitter or Facebook. To listen to other episodes or learn more about the North Star, you can connect with me directly at perell.com and you can always reach out on Twitter at david_perell. And if you enjoyed this episode, you’ll like the episode with Albert Wenger, a partner at Union Square Ventures. In this conversation we talk about Albert’s fourth coming book, World After Capital, and how technological progress has shifted scarcity for humanity. When we were foragers it was food that was scarce, during the Aquarian age it was a fight for land. Following the industrial revolution, capital became scarce. With digi

Ready Player One-REVIEW-spoilers!-AUDIO

Improve and Have Fun

Play Episode Listen Later Apr 18, 2018 21:19

Thoughts? Comments? You can contact me by calling or texting 201-429-0274. If you leave a voicemail please be aware, you only have 3 minutes. Email me at improveandhavefun@gmail.com ..Join the conversation on the blog by going here https://bit.ly/2HcTL6o ..Thanks for listening! -This article has an affiliate link. This transcript has been summarized, compared to the audio which is longer. PVP: It's the Improve and Have Fun podcast. We just finished watching "Ready Player One." I'm here with Mr. David and Jason G. -Read or listen to the Ready Player One book here https://amzn.to/2JUrzXy - Jason G: Hey! David: Yes. PVP: Alright Jason, what did you think about Ready Player One? Jason G: Oh my goodness. This movie was incredible. I had an extraordinary amount of fun. It's probably going to be in my top five movies of the year. We saw it in 4DX; I cannot imagine a better way to experience this film. We saw "Ghost in the Shell" in 4DX, that was incredible. This is the best movie I've ever seen in this format. I recommend people to see this movie in a theater with the biggest screen. The 3D is awesome, but 4DX is the way to go. -What is 4DX? check that out here https://rol.st/2Hy7WpT - David: Jason, how many movies have you seen in 4DX? Jason G: I've probably seen around five. David: Want to list them? Jason G: I saw "Rogue One," "Ghost in the Shell," "Ready Player One," and a couple more. But I forgot the other two; I'll have to look. -Here is a link to our review of 'Ghost In The Shell' https://bit.ly/2qDbVqS - PVP: I haven't seen too many movies in 4DX. This is the second movie I've seen in this format. The first one was "Deep Water Horizon'. I want to cosign what you said. This is probably going to be one of my favorites of 2018 as well. I was sucked into this world. There were points where this felt like a Universal Studios(park)ride. With all the references to movies of the past, pop culture, cartoons, and video games; you'd have to see it two to three times just to catch everything. What a ride. This was a combination of old and new. A mix of things that we enjoyed in our youth, and modern-day VR entertainment. Phenomenal. I very much enjoyed it. Thank you, Steven Spielberg. You took me back to when you were making movies like "E.T.," and 'Crystal Skull.' David: "Indiana Jones"? PVP: Exactly. This is a big adventure movie. Jason G: He said this was the third hardest movie that he's ever made, with "Jaws" being number one. Boy did he do a good job. No one makes a movie like Spielberg does. This man made "Jurassic Park." The adventure, the danger, the fun. He's really good at what he does. David: I echo both of your sentiments. You notice a Steven Spielberg directed movie; this didn't look like his technique, but it was great. You guys fooled me. I didn't know what I was getting into with the 4DX. Wow, my back feels great. Looking forward to seeing other films this way. PVP: We universally agreed we would see this again. David: And the Easter eggs. There's so many. PVP: 100%. What were some of the standouts for you? David: There's one image I noticed in the very beginning. It was a billboard showing a film, a superhero film. And I didn't know what it was. Was it a future Spider-Man movie or something? PVP: The billboard I noticed in the distance, was promoting, the VR suits the characters wore. David: Maybe that's what it was. PVP: Regarding the Easter eggs I noticed; "Krull," "Mecha Godzilla," "Gundam," "Battle Toads," "Halo," "Overwatch," "Street Fighter," "Batman." I saw Joker in there; I saw Harley Quinn in there. David: TJ Miller was great in the movie, by the way. Jason G: I don't even know who that is, but he was very, very good. PVP: You've seen him, he was in "Deadpool". Jason G: Oh, okay. If you grew up in the 70's and 80's and maybe early 90's, and you're between the ages of 30 and 50, this movie will make you smile. PVP: We can spoil it, these reviews always have spoilers. Jason G: My favorite part was where they go into "The Shining" movie. I enjoyed this film growing up. It scared the shit out of me. David: That was an homage to Kubrick, right? David: Yeah. I also noticed the pod from "2001: A Space Odyssey". I couldn't believe nobody saw that. PVP: I did notice that. Jason G: Yeah, yeah I saw that. PVP: Other references include Iron Giant, Freddy Kruger... David: Yes stuff from the 70's and 80's. PVP: Exactly. David: Even from the 2000s. PVP: Yes! Game characters from Overwatch, Halo, Gears Of War. There's a lot in this movie. Jason G: I saw a poster from "Back to the Future." It was of the mayor of Twin Pines or whatever the town's name. PVP: Not Biff Tannen. Jason G: No, no, no. The guy who became mayor, the black guy who was sweeping up the shop. PVP: I do want to go back to that Shining scene. It was one of the best in the movie. I can see studios re-releasing these older films in VR. Where we the audience are in the theaters with VR headsets experiencing things in a completely different way. David: This year 2018 there has there been a convergence of culture regarding time. Kids are into stuff from decades past. 'Stranger Things' as an example. There are people right now who are into living as if they were in the 80's. PVP: Style-wise. David: Yeah and culture. Jason G: In Japan, there are groups of young dancers, who will put on shows with dance styles from the 80's or early 90's. David: Breakdancing? Jason G: More 90s style. PVP: Blazers with the big shoulder pads? Jason G: Yeah, a lot of stuff is coming back. PVP: Alright gentlemen, we're wrapping it up. Any cons with the movie? David: Some of the effects in the theater were overkill. PVP: You're talking about the 4DX effects? David: Yes. But not even enough to complain, compared to how great it was. PVP: Jason? Jason G: "Back to the Future," the original one, is a flawless movie directed by Spielberg. You can not say that about this. I would say the story could have been a little more clever. It was a little on the simple side, but it made up for it in so many other ways. PVP: My only nitpick with this movie was how the kids came together in the game. How one guy got the key, then they all get the key afterward. It was very convenient. I like their chemistry when they're all together in the real world. I also wanted to add, Mark Rylance was great. David: What was that? Who was he? PVP: He was the old guy who made the oasis. Jason G: So let's talk about numbers now, I guess? David: You guys think it's gonna beat "Black Panther"? PVP: I don't know. Jason G: Are you talking about regarding box office money? I would say no, I think "Black Panther" will probably beat it. Now let's go to the numbers. I would say this is a nine. PVP: That's great. I'm with you right there. Nine all the way. Jason G: People like when Spielberg's on his game. These types of adventure movies don't always hit, but I still appreciate them. He's always working. He'll do some dramas like he just did "The Post" with Tom Hanks and Meryl Streep. He has so much range. David: I'm gonna give it an eight. PVP: David, Jason, thank you so much. If you the listener/viewer/reader saw this movie, what are your thoughts? Please let us know below or through any/all of the contact info in the show notes. This is the Improve and Have Fun podcast. The summer(?)movie season is just beginning. Very exciting. See you on the next one. Social Media Instagram: https://www.instagram.com/paul_pvp_perez/ Facebook: https://www.facebook.com/pvpluvzlieff Twitter: https://twitter.com/Paul_PVP_Perez Rate, like, leave a review! I will shout you out for sure! If you've enjoyed this, please support this podcast by doing any, all your shopping through my affiliate links: my eBay link: eBay http://ebay.to/2e5mvmj or my Amazon link: http://amzn.to/2dRu3IM Any shopping through these links will be at no extra cost to you. Thank you! Find more of my movie reviews at http://www.paulreviewsmovies.com Subscribe/watch/listen here: iTunes http://apple.co/2pnmMqa Android http://bit.ly/2p5fgQx YouTube http://bit.ly/2ixiRo4 iHeartRadio http://bit.ly/2oBLZdX Stitcher http://bit.ly/2p8oTi2 TuneIn http://bit.ly/2oE6xUQ Google Play http://bit.ly/2oEizNZ SPOTIFY http://spoti.fi/2ALfgHr

An Audio Walking Tour of CES 18 – with E.B. Moss and David Polichock | Episode 12 – Insider InSites

MediaVillage's Insider InSites podcast on Media, Marketing and Advertising

Play Episode Listen Later Jan 23, 2018 33:30

E. B. Moss: Hey, it's E.B. Moss from MediaVillage and this is Episode 12, basically live from the Consumer Electronics Show in Las Vegas. I’m with MediaVillage Journalist David Polinchock who’s an expert at CES. So... We're mic’d up together and we're going to walk around, enjoy the ambient sounds of CES 2018, and I'm going to tap your brain... a Vulcan mind meld!, appropriately for CES. We're going to ask you to give us some insights. INTRO: Ready for some insights from those inside the media, marketing and advertising industry? Welcome to Insider Insight from MediaVillage. MediaVillage.com is the home for exclusive thought leadership with content by, for and about agencies and networks. From digital experts and add tech providers to CMO's and CRO's. With villages of content focused on everything from Wall Street reports to women in media. Now let's get some insights. David: First stop? We're here at the Google Home gallery. They've put together a kind of cool exhibit of what you can do with Google Home and how it's changing how we all live. E. B. Moss: Wow, great. Google has been sponsoring everything including the city monorail where they even piped in some pretty compelling audio. So when you're a captive audience on the monorail it's instructing you to learn how to utilize Google Home like saying, "Hey Google play me some soothing music" - which is good for when you're trapped on the monorail to hear little bubbling brook sounds. They really have done a good job in their convention sponsorship presence. David: This kind of new audio assistant is what we're getting in homes and in the rest of our lives. One of the AR head manufacturers announced a partnership with Alexa so you get voice control in your heads-up display now so you can see how this is changing how people are really doing things at home. One person on my last tour had one of the voice connection systems all throughout their house and realized they had to take it out of the kids room because the kids were doing their homework by asking it all the questions and just getting all the answers. You know, there's good and bad with everything. But this ability to ask a simple question, or check my schedule works because if I already have "Hey Google" phone I can use it and I get information there but now I can move it around from thing to thing. I think what people are looking for at large is a connection of all their things so it's not "I have this list over here and this list over here". So the fact that I can ask Hey Google on my phone but when I get home at night I can follow up the conversation with my Google Home Assistant because it's all connected. E. B. Moss: Oh, so the connectivity. Got it. David: The other thing they've been working on are ear buds that translate something like 70 languages. It literally is the communicator that we saw for 20 years on Star Trek. E. B. Moss: So, I can date a person who doesn't speak English! David: That's correct. And, if you look over here we also have it in air conditioners and washing machines and a variety of things now. So that's what, to me, becomes really exciting about this: you're seeing Hey Google as you're seeing Alexa and other products leave the single device and being incorporated into all of our lives. E. B. Moss: Google Home really was everywhere at CES; trying to connect the dots with audio and smart speakers and voice assistants. The other thing that was everywhere was Audio. I spoke to Tom Webster of Edison Research, as well as the head of marketing for Audio-Technica who had some unique ways to use headphones. E. B. Moss: Tom Webster was on the panel on the smart speaker research that just came out from Edison Research in conjunction with NPR. So I grabbed him afterwards. ...Hey Tom... That was fascinating. I know that you're going to be sharing some more of this information though MediaVillage in general, but specifically, a couple of things jumped out at me today were the fact that gifting over the 2017 holiday season really should've exponentially upped ownership of smart speakers. So that was good? Tom: Yeah, we've seen the initial adoption of smart speakers grow at a clip more than we saw smart phone adoption grow when we first started tracking. It's certainly both Amazon and Google coming out with $29 units had a lot to do with that but I think eventually we're going to stop caring about the devices themselves because that technology is going to just be baked into everything. E. B. Moss: So, that's an interesting point because Google is all over the show and promoting their digital assistant, Hey Google, but it's still only about 70% in devices own versus Alexa. What do you think it needs to do to compete more? By the way I think you said we're at about 16% ownership in America right now, so there's still plenty of growth opportunity there. What do you see the differences being and how do you see it competing more? Tom: I think, first of all I have no doubt that they're both going to be very competitive devices for a long time to come and for a lot of people it's just learning the use cases. We do know from the previous iterations of Smart Audio Report that we found with NPR 88% of the people who have an Alexa are Amazon Prime members. So there is a natural connection there. They're already being marketed to, in a way that is contextual for them. I think the more that Google educates listeners about what these devices can do and just more devices. Again the technology is just going to start being baked into everything and by the way it's already on your phone. One of the interesting things we found in our research is that 44% of smart speaker users tell us they're using the audio assistants on their phone more as a result of using the smart speaker. So it's just learning education and getting people context. E. B. Moss: And a brand that has good social media followers will do a service to those followers and enhances its own position by teaching them how to use smart speaker skills that they've created, right? Tom: Absolutely. I think we used to ask ten years ago "What's your mobile strategy?" Now I think it's a valid question to ask what your audio strategy is because people want to communicate with brands. They want to communicate with brands that they care about and they want to have those kinds of relationships and those kinds of experiences. E. B. Moss: So last question.... You mentioned a couple of the obstacles that we still have to continue to overcome: the perception of trust and the perception of security. What do you see happening? Tom: Well, those are valid concerns. First of all far be it from me to poo poo them because they are in fact valid concerns and when we interviewed people who don't own a smart speaker but who are interested in the category; three of their top concerns were all related to security, privacy, insuring their data, having the government listen in on their data. These are all valid concerns and all of the makers of this technology are going to have to find ways to address them because it's one thing to say "O.K. Google or Alexa play some Fleetwood Mac" it's another to start reciting your credit card number into it or something and those concerns are going to have to be addressed. E. B. Moss: ...So now I'm heading to Audio-Technica. You might know them for their turntables and headphones. They are giving me a welcome treat of a chair massage...I'm going to put my noise-canceling headphones on right now.... Speaker 5: "Let's begin by centering on the breath. ... slowly exhale and imagine your breath moving out through your ears as well. Cleansing them, forcing out all the toxic noise you've observed from the show floor and setting it a flame to burn off like so much painful gas..." E. B. Moss: That was one of the funnest ideas on the show floor. It was practical and sort of like a forced pre-roll listen in a good way. So I'm speaking to Director of Marketing Communications for Audio-Technica, Jeff Simcox. Jeff: Hi. How are you doing? Are you relaxed? E. B. Moss: I'm so much more relaxed. How did you come up with the idea? Jeff: Well, what's one of the reasons for wearing noise-canceling headphones? You want to relax, knock out all the annoying sounds and get into yourself, into the music. We just thought on the CES show floor we'd add that little extra thing to help you relax and lose yourself and have a massage while you're enjoying the headphones. My boss is like "You've got them in the chair so give them a sales pitch." And I'm like "who wants to lay there and just hear a dry sales pitch"? So it was our way of saying "Okay, you know, [inaudible 00:11:30] in that we can give you a little bit of entertainment, give you a little bit of a laugh. Now feel the tension escape from your ears like so much painful gas." It was one of my favorite lines. E. B. Moss: As we made our way though CES you couldn't help notice autonomy everywhere. From autonomous cars to the super sonic Hyperloop; also autonomous public transportation helping the lesser abled. E. B. Moss: Initiating autonomous drive. I'm about to experience it, in 90 seconds. What it's like to be on the road and not in control. I'm at the Intel booth right now. Very cool. But I think it might drive me a little bit nuts if I had to hear all of the play by play of the autonomous driver. Pedestrian detected, anomaly detected, slow down. E. B. Moss: Now we're at Hyperloop and I'm talking to the Director of Marketing Ryan Kelly. Ryan, It looks like a long monorail pod from the future. What is it? Ryan: Elon Musk in 2013 had a vision for a new form of transportation. A bunch of VCs at Silicon Valley got together and founded Hyperloop One. Now we are actually Virgin Hyperloop One, three years later, which is very exciting. So now Richard Branson is now our chairman. Ryan: I'll tell you a little bit about the technology. Hyperloop basically the pod that you're looking at just broke a speed record, which is really exciting. We went 240 miles per hour in 300 meters at our test site 40 miles outside of Las Vegas. We're really excited about. So how does that work, how did we get there and why do we think it's the future of transportation? Hyperloop is in a tube so this pod was in a tube, we suck out almost all the air out of the tube to almost zero atmospheric pressure. It's not a full vacuum but very, very close. What that does is it provides frictionless travel. What does that mean? That means we can reach higher speeds than Maglev trains that you might see in Japan, in niche markets. It also means that it's more energy efficient and effective because we're using passive magnetic levitation. So that means once we start and accelerate at that point we're floating. So this actually levitates above a track, which is pretty unbelievable. From a cost perspective that's huge cost saving, not only for energy efficiency but also for building track, et cetera. E. B. Moss: I know the sustainability aspect is very important to Mr. Branson. Ryan: Huge. Yeah, it's absolutely. So sustainability is definitely something that we're looking towards. We'd like to get something up and running by 2021 and if you think about where we're going to be in 2021 with autonomous vehicles, with cleaner energy and we're completely energy agnostic solution, which we're really excited about. Not only going fast but thinking about how the future of transportation works. David: Right, so being both New Yorkers I know you've gotten some approval for New York track, from discussions. Ryan: Well, there's discussions. We are a very ... even though some people might see this as a cry in the sky opportunity a lot of our executives have worked in government before. We know how the system works in the United States. You have to go through a regulatory and safety process. We don't want to be seen as a paperwork company that's going to disappear in two years faking all these different things. Ryan: So we have directors of policy here that are working with the federal government. We've made headway in places like Colorado where legislature has signed a memorandum of understanding to look at these. That's actually started already but you have to remember that we need to make sure that it's safe for passengers and we need to go though our safety process. So we kind of understand that but I think it's really interesting because we kind of have a VC type philosophy and coming and working with government. Those are some of the slowest movers. So kind of working that out, working for structure has historically been or seen as a slower moving process. Merchants of VC digital world and then combining this with structure is a really interesting combination. Not only have we seen progress in the United States, we've seen progress in the UN [inaudible 00:16:52] road and transit authority there, we have a proposal to them. The Netherlands and some Scandinavian countries. Started to talk about the UK as well. So we've made some groundwork. David: So, if I'm inside what's my experience? Ryan: Sure. Actually we're partnering with Here Technologies and this is the booth that we're outside of right now. This is the first time that we're talking about the passenger experience in public. 2017 for us was what we call our kitty hawk moment, prove the technology works. Now 2018 is about lets get real, how do we commercialize, what's the experience going to look like, how we work with regulators, et cetera. In the same way that in the digital space we expect fast on demand and we expect a personalized, customized experience we're trying to bring that into the infrastructure mind frame, which hasn't necessarily been the case because this is one of the first new forms of transportation over 100 years, We're trying to incorporate this thing. Ryan: Let's say I book a ticket for the Hyperloop. I want that experience to be one, for example, where I'm here in Las Vegas I have turn by turn walking directions so if I'm inside this crazy convention center I see yes I know I have to walk down the stairs and to the right of the Starbucks to go get my Uber, which will already be there because they know that it takes ten minutes for me to walk out of this craziness. Take my Uber to the Hyperloop get in the Hyperloop, they know that I'm having a meeting with three other people that I met at CES so they're going to give me a customized pod with meeting table et cetera. Versus I've had enough of CES and I don't want to talk to anyone I know and I just want a silent pod and then when I get off the Hyperloop powered by Here Technologies in the future when we get this thing up and running. My Uber's already there and potentially maybe there are other apps like Seamless, et cetera, that by the time I get home my pizza is there. E. B. Moss: Will this exercise for us also because you just eliminated all of the walking that we do. Ryan: Well, I don't think it's there. All the pieces are there so I don't think it's that far of a stretch to get there. Imagine all the pieces and components are there we just got to put it together. E. B. Moss: Yeah, a much different experience than trying to get on the monorail with 5000 other people all crammed into one car, which took me 40 minutes. Ryan: Let's talk about that because that brings up a really good point. So what we'd like to do with the Hyperloop is have pods leaving, seconds; fast, fast, fast. When you have a train that has certain point A to B stops everyone is crammed on the train and then pushes out at the same time. Here we're aiming for consistency so that the other modes of transportation that we're connecting with create more of a flat traffic environment versus these waves where they're not ready. E. B. Moss: I love it. Ryan, thank you so much. Ryan: Thank you so much. E. B. Moss: So we stopped at the booth called Accessible Olli and I'm speaking with Brittany Stotler of Local Motors. So tell me what the connection is Brittany. Brittany: So we are here to show a new project that was announced last CES with CTA Foundation, IBM, and Local Motors. Talking about what it means for people with disabilities or that may not have the function that everyone else has and then as well as the aging community. Trying to make vehicles that are going to be pulling the drivers and age out of them because they're self driving vehicles. Trying to figure out how these people are going to start interacting with the vehicle, making it easier for them and ideally providing them more freedom. We based this on personaes, such as Eric who, though blind legally, he did not start out blind; he's actually an engineer from IBM and was one of the big people behind trying to help us figure out how to make a vehicle and make an Olli stop accessible for somebody who is visually impaired. Another persona is wheelchair bound but doesn't like to call attention to that aspect. So having the accessible Olli be able to communicate with them and use these vehicles allows them the freedom to be going out without someone else there to continually load them because they would roll onto Olli themselves and it automatically secures their wheelchair. Push a button to release them, they can roll back out of the Olli stop and they're all set to go. So ideally you'll have an app on your phone requesting to get on the next Olli that's coming into the station with your preferences set, so if you are in a wheelchair, if you visually have issues or maybe it's your hearing Olli can actually sign back and forth to you though the stop and through the actual vehicle. We’ve got a couple of different options that we're working with so ultrahaptics - a really neat technology system which, for those who can't see or have limited mobility they can actually ... rather than having to press a button ... can just wave their hand in front of it and you feel it and it creates like a virtual button for them. But there's also extendable to some vibrations that can actually drive them to an open seat so they don't have that awkward moment they maybe have to deal with on a daily basis of maybe actually sitting on somebody that's already there but they couldn't see them. E. B. Moss: What's the revenue model for this? Brittany: We are selling Olli and Ollie stops to cities - master planned communities, which is where a lot of the elderly will come into play - and then into large campuses and theme parks. Everybody across the board is thinking about how to integrate Ollie because it helps pull down costs: they can move people out of a bus driver position and turn them into another position, gives them a few new skill sets hopefully. E. B. Moss: Is there an opportunity or a plan to take advantage of some of the data capture via the app? Brittany: There is potential. Currently we would own all of that data though our app but depending on the partnership it could potentially be a white label for a city’s Olli. They can wrap it however they want on the exterior. There's potential for glassine products, you can put text, you can have a video playing, and it'll go on any of our windows so it turns into almost mobile advertising. David: For our readers and our listeners in this case, I think, this is an opportunity to reach this new audience in a very compelling way. Brittany: Right. You're just the only [crosstalk 00:24:35]. So you're on a university campus and you have all these students that are getting on, they're going from their parking structures to a certain place on campus but they're going to go by Pete's Coffee every single morning and as they're rolling up or they're getting ready to go up to that stop Pete's Coffee advertising comes up on the app or it comes up within the bus to show come inside tell us you were just on Olli and here's your code and you get a discount. It starts driving traffic and then that's another way that the whoever's purchasing to actually operate the vehicles they can start recuperating and making money on the advertising piece. E. B. Moss: So a traffic driver driving traffic. Brittany: We're trying to get rid of traffic. E. B. Moss: Thank you so much for your time [inaudible 00:25:21] Beautifully stated and a very important application for all members of our community to be able to be more mobile ... Brittany: More freedom for them so thank you to all of our partners. E. B. Moss: For a less autonomous but very elevating experience we spoke to the Head of Marketing for Workhorse. He described their octocoper. E. B. Moss: So what are we officially calling this? This is experimental [crosstalk 00:25:54] Workhorse: That's a good question. We've just been calling it personal electric octocopter. Octocopter, eight things octo. David: What's the range on it? Workhorse: 70 miles. David: That's pretty good, that many miles. Workhorse: Gasoline generator that powers it so once you go 70 miles toward hop you gas up ready for the next hop. Not waiting for the lithium-ion battery for hours to charge up and all that stuff. You can just keep going. Normal helicopter you have to have pedals and those handles. This doesn't have any pedals or any of that stuff. We fly like a drone. So it'd be, you know ... David: You don't fly it like a drone. Workhorse: I mean we had this on display in Paris and all the kids that came in 15 they could jump in there, let's go, let's take it up because they're so familiar with the video game and all that stuff. So that's the way this flies. E. B. Moss: So what's the flying experience like? I mean I've been in a glider and I've been in a helicopter, somewhere in the middle? Workhorse: Yeah, I would say so. It wouldn't be as much as a glider, which is just pretty basic but it is also not as complicated as the helicopter. See this only has a ceiling height of flying of 4000 feet. Okay, so it's just enough that you're up and you're flying. So, it's meant to be like a different method of transportation. In America the helicopter's been here for 78 years, last year in America they sold 1000 of them new, that's not that big of a market. So we're not really planning on taking market share from commission on helicopter. We're kind of planning on creating a new category. So you've got to think of it as a new way of transportation, like we were kidding around about the New York City and all that stuff. David: And what's the price point on it or what will it be? Workhorse: We have price point at 200,000 dollars and at this show we can take your name and ... E. B. Moss: Take Credit Cards? Workhorse: $1,000 and your place is saved in line and then we would probably start delivering them in 2020. E. B. Moss: It looks like a Workhorse experimental aircraft. Workhorse: The name of the craft is Surefly. So it's Surefly with safety and that and background. E. B. Moss: David and I saw AR, audio, autonomy, everything at CES and we talked about how it all came together. David: So one of the trends we just to look at in general is we just saw with Olli and what they're doing. There's a huge population growing old. E. B. Moss: Yes. David: And it's a key population that has a certain expectation level of service and experience and technology and that's only getting bigger. You're seeing a lot of brands really trying to figure out how do we deal with population that's having vision problems and mobility problems and hearing problems. All the things people my age are starting to think about. E. B. Moss: The 25 year olds. David: The 25 year olds. Again, when ... as we joked ... but when you think about the 25 year olds they are very tech savvy. They're the Hyperloop audience, they don't want to be waiting on the street corner for the M35 without having any idea, in the rain, when it's coming, when was the last time it was here, did I just miss it. You know, the stuff we do every day. So you're seeing mobility things like Olli and transportation systems and whole ecosystems. You're seeing companion bots. You're seeing machine learning, artificial intelligence, computer vision coming into play to do things like my mom lives far away it's hard for me to necessarily be on top of her. And I don't know if she wants me to be on top of her; all that family dynamic. E. B. Moss: So, we actually have a theme here and it kind of wraps things up beautifully because we've seen the connected appliances, connected home. We've seen the connectivity between devices and how to make things easier in life and not having to pick up one device to do one thing and one device to do another. We've seen the continuity between I want to get some place and how do I get there. So everything is connecting us whether it's virtually or physically like with Olli, like with the experimental aircraft, like everything we've seen today is all about connectivity. David: It really is and the big thing is it's connectivity that has value to you and me not connectivity that has value to some corporation. That's where people really get the difference. I'm excited about a technology that will help my life be better and in the course of my life being better the company makes money off of that, that's great. E. B. Moss: Like the last example with Olli. Where there is branding opportunities on and within it but it's giving me something of value. David: That's correct. There equates down when the consumer feels there's no value it's changed for them. Gen Zs might say, "We get that brands trap us every day and we're okay with that, that's the world and we're fine. But what they're not okay with is that you track me every day and then you don't know who I am, if you're going to watch everything I buy you should know what I buy. You should know what I've bought and stop telling me what I've already bought.” E. B. Moss: So if you're going to connect with me, connect in a meaningful way, connect in a valuable way and ... David: Imagine you have a friend who asks you the same question over and over and over again. Right, then eventually you stop hanging out with that friend. So that's where this connectivity has great value to us as human beings. Great value. E. B. Moss: David thank you so much. This was invaluable to have a guide like you. This is Insider Insight live from the Consumer Electronics Show. I'm E. B. Moss, Managing Editor for MediaVillage. Check us out MediaVillage.com and thanks for listening.

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Isaiah Chapter 9 Pt. 2 and Chapter 10

Lakeview Cast

Play Episode Listen Later Aug 1, 2017 67:18

We continue wakling through Isaiah as we finish up Chapter 9 and make our way through Chapter 10. What does it mean that The Messiah will rule from the throne of David? What was prompting God’s judgment on Israel at this time? What was God’s plan for the nation He used to execute His judgment? … Continue reading "Isaiah Chapter 9 Pt. 2 and Chapter 10"

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Ep. 62: The State of the AR/VR (Virtual Reality) Market in China with Alvin Wang Graylin of HTC

China Business Cast

Play Episode Listen Later May 25, 2017 32:15

Alvin Wang Graylin is today's guest. Mr. Graylin is the China President of Vive (VIVE.com) at HTC leading all aspects of the Vive/VR business in the region.He is also currently Vice-Chairman of the Industry of Virtual Reality Alliance (IVRA.com), president of the $15 Billion Virtual Reality Venture Capital Alliance (VRVCA.com) and oversees the Vive X VR accelerator in Asia. He has had over 22 years of business management experience in the tech industry, including 15 years operating in Greater China. Prior to HTC, Mr. Graylin was a serial entrepreneur, having founded four venture-backed startups in the mobile and internet spaces, covering mobile social, adtech, search, big data and digital media.Additionally, he has held P&L roles at public companies such as Intel, Trend Micro, and WatchGuard technologies.Episode Content:Shlomo talks about upcoming eventsMike talks about Global From Asia Amazon WorkshopIntroducing Alvin Wang GraylinAlvin Talks about what he is currently doing these daysA Quick review for the current VR/AR market in China? Is China no less than the promised land for AR/VR?How is China doing in this industry VS the west? Same levels of innovation on this sector?Question from WeChat group (David): What needs to change to solve the lack of VR content and what HTC is doing to solve this?(David) What is a killer application for AR/VR?Question from WeChat group (Zina): What kind of change will it’s products bring to media if there is? And how many and what kind of media companies in China would like to Use AR/VR in news or news products? Any broadcasts planning on doing VR content for news or travel shows?Question from WeChat group (Nate): Education: Are there any classroom examples of Vive VR in action?Question from WeChat group (Uriyah): Where are the earliest use cases for AR/VR in China in the B2Question from WeChat group (Junse): What psychological effects will VR bring to Human mind like smartphones has on our daily lives?Alvin recommends 2 booksHow people can get in touch with AlvinEpisode Mentions:Intro Techcrunch ShenzhenTechcodeGlobal From Asia Amazon Leverage WorkshopChina Business Cast Patron pageInterviewHTCVirtual Reality (VR)Augmented Reality (AR)Vive Industry of Virtual Reality AllianceVirtual Reality Venture Capital AllianceViveportAlvin's Book RecommendationReady Player OneThe VR BookAlvin Graylin's Twitter - agraylinAlvin Graylin's Linkedin AccountDownload and SubscribeDownload this episode: right click on this link and choose "save as"Subscribe to China Business Cast on iTunesOr check out the full list on subscription options Periscope Live broadcasting of the recordings follow @StartupNoodle (open link on mobile)Add Mike ('michelini') or Shlomo ('shlomof') on wechat to join China Business Cast WeChat group

Unity

Beth Ariel LA Podcast

Play Episode Listen Later Jan 20, 2017 40:56

(Psalm 133)(Series:Making of a Man, Lessons from the Life of David) What the scriptures say about unity; where it comes from, what it does; and how to achieve and maintain it.

Episode 32 – Digital Nomadism with David Hehenberger

Mastermind.fm

Play Episode Listen Later Oct 3, 2016 61:45

Welcome to Episode 32 of Mastermind.fm! Today masterminds Jean Galea and James Laws will be talking digital nomadism with David Hehenberger. David is the mind behind Fatcat Apps, a WordPress company helping bloggers, marketers, and business owners gain traffic and conversions with Fatcat plugins. David and Jean both consider themselves to be digital nomads, while James prefers to keep his feet in one place for the most part. Listen up and we'll dive into what digital nomadism means , how David and Jean got started with the nomad lifestyle, resources for others that want to travel themselves, and more! Shownotes are below but as always, tune in to hear the full story and all the exotic places these guys have been, and meet the shark that bit the internet (no really, you need to listen to this one)! What is Digital Nomadism? David defines a digital nomad as any digital worker who doesn't have a home base or headquarters. The digital nomad travels from place to place, often living out of a suitcase, going wherever their business takes them and working remotely the whole way. James compares it to the spirit of entrepreneurism itself, moving from place to place as an entrepreneur moves from idea to idea. Questions for David (& Jean!) Getting Started as a Nomad How did you get started on WordPress, development, and the nomad lifestyle? (David started out in Austria and, after completing an obligatory stint in the military, hopped on a plane for Thailand one day) Jean, how did you get started being a nomad yourself? (Jean made his first move from Malta, sick of living on an island as a young man, to Spain) Are there resources that either of you (David or Jean) would recommend to anyone thinking about taking up the traveling lifestyle? Where are you right now David? Where are some of the other places you've traveled recently? Jean where are some of the places you've been in your travels? The Nomad Lifestyle What are the best places for this kind of lifestyle? Is there space in digital nomadism for family? Can you do this with children? How to you remain productive without the typical daily 9-5 routine? Does it take some "settling in time" each time you arrive in a new location to become productive? How does the type of city you're in affect productivity? Is it tough to work full time in a popular vacation destination, for example? This lifestyle sounds very expensive- is it as expensive as it sounds and if so how do you deal with that? Working Nomads What kind of work are you doing right now, David? What do you think makes WordPress so well suited for the digital nomad lifestyle? Does the community that has grown up around WordPress make fitting in as you travel easier or harder? Is access to internet while traveling problematic? What is the experience like working with other people while traveling, finding partners to work with? How do you go through the hiring process as you travel? How do you put the word out that you're hiring as you travel? What does "typical" office culture look like for a nomad team? How do you handle paying your team? What are some of your favorite productivity apps? Featured on the Show: Fatcat Apps Zapier for Ninja Forms Nomad List Greenback Expat Tax Services Quiz Cat WP Migrate DB Pro Authentic Jobs Paypal Bitcoin Trello Slack Github Headspace Microsoft Outlook Calm

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143: The fullness of God | Colossians 2:9

One Verse Devotional

Play Episode Listen Later Aug 24, 2016 5:10

A simple reminder: Jesus is the TOTAL fullness of God in human form. We serve a MIGHTY and POWERFUL Savior! In the Book of Colossians, Paul teaches us something simple, yet very critical: All the fullness of God was in Jesus in human form. For many of us, that is simply a reminder. Yes, we know Jesus is God. But there can be a big difference between “head knowledge” and “heart knowledge.” My desire is for you to have heart knowledge of Jesus and Who He is. Remember the stories of the Old Testament that we grew up with? When God parted the Red Sea through Moses or defeated Goliath through David? What about when He provided manna to the people of Israel when they were in the desert? Over and over again, God shows us His power. And it is THIS power that lives in Jesus. We serve a mighty God who loves us. We follow a powerful Savior who provides for us. I simply want to remind you, today, that Jesus IS God and God IS BIG! About One Verse One Verse is a short, free podcast devotional designed to help you grow closer to God through less than 5 minutes a day, 5 days a week. Consistency trumps intensity. When it comes to working out, eating healthy, or managing our finances, consistency always trumps intensity. We reach our major life goals through small, purposeful steps taken daily. The same is true in our spiritual lives. I truly believe you will grow closer to God by spending just 5 minutes a day with Him versus cramming in an hour once a month. The One Verse Devotional is here to help take away the barriers of spending time with God. Now, during your workout, drive to work, or even shopping for groceries, you can invest in your spiritual life. http://phosphorusproject.com/

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Prince - A Heartfelt Remembrance

The Unimaginary Friendcast

Play Episode Listen Later Apr 25, 2016 71:06

2016 has seen the passing of a number of Rock Legends, the most recent one of which is Prince. Or is Prince a Pop Legend? The hosts of the Unimaginary Friendcast attempt to honor the guy whose name was once an unpronounceable symbol. David and Erin unpack their recent trip to Austin, Texas and then fight over Plastic Surgery yet again. Topics include: - The True Legacy of Prince (According to David) - What it's like to tour Austin, Texas while winning a Film Festival - Top 5 Perks of Austin - A Battle Royal of Plastic Surgery, Culture and Nips and Tucks! And so much more! So sit back, relax, and enjoy the most downloaded podcast in the world! The Unimaginary Friendcast! The Unimaginary Friendcast is hosted by David Monster, Erin Marie Davis, and Nathan Edmondson. www.unimaginaryfriendcast.com And find us on Facebook!

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Confession Without Repentance – Part III

Woodland Christian Church Sermons | Biblical Teaching

Play Episode Listen Later Mar 6, 2016

2 Corinthians 7:10 Godly sorrow produces repentance leading to salvation, not to be regretted; but the sorrow of the world produces death. Lesson 1: Worldly sorrow: (Part I) Leads to self-________ or the ____________ mentality (1 Sam 22:6-8). (Part II) Produces __________________ behavior (1 Sam 24:16-22, 26:1-2, 21-25, 27:1-4). (Part III) Changes our __________________________ with people (Matt 18:21-22; Pro 14:7, 15). Lesson 2: We see confession without repentance with: (Part I) Pharaoh, who only wanted the consequences to stop (Exo 9:27-35, 10:15-20; 2 Cor 7:10). (Part II) Balaam, who had no intention of changing (Num 22:12, 22, 33-34). (Part III) Achan, who only confessed because he was caught (Josh 6:19, 7:13, 16-20). (Part IV) Saul, who only confessed because he wanted something (1 Sam 15:24, 30). (Part V): Saul, who __________ ________ he said in the moment. Family Worship Guide Memory Verses: Philippians 2:5-7 Day 1: Read 2 Cor. 7:10 & discuss: what are some characteristics of godly sorrow? …of worldly sorrow? What does each type of sorrow produce? What sorts of things are we prone to think if what we have is actually just worldly sorrow? What should we be thinking if we have godly sorrow? Day 2: Read 2 Sam. 22:6-8 & discuss: What evidence from this passage would you use to point to Saul’s worldly sorrow? Examine yourself and ask: When was the last time that I demonstrated a worldly sorrow? What was the situation? What was the outcome? If your sorrow transformed into a godly sorrow, how did it do that? How is self-pity actually a form of pride? Use examples from these sermons or elsewhere in Scripture? Day 3: Read 1 Sam. 26:1-27:4 & discuss: What were Saul’s expectations regarding his future relationship with David? What action did David take, or not take, in response to Saul’s words? What could he have done, instead? What role does forgiveness play in these sorts of situations in our own lives? Pray for those who lead, feed, and care for the flock, and their families (Col. 4:3, 2 Thess. 3:1): Pastor Doug (Elder) and Dave Zumstein(Deacon) Pray for these church members/families (1 Tim. 2:1, Eph. 6:18, Col. 1:9 Glen & Laverne Armstrong, Steve & Karen Arnett, Sterling & Crystal Baune, Chuck & Melissa Bauska, Karla Blottenberger Pray for “kings” and those in authority (1 Tim. 2:2): Local – Woodland Mayor Will Finn; State State Rep. Brandon P. Vick; Nation – Senator Patty Murray Pray for the Gospel to Spread Among All Peoples (Matt. 9:37-38): Those we directly support: Andy & Karina Smith An Unreached People Group: Yemeni Jew (Israel)

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What does it mean that Jesus is the son of David?

GotQuestions.org Audio Pages - Archive 2015-2016

Play Episode Listen Later Jan 30, 2015

What does it mean that Jesus is the Son of David? What does the title son of David refer to?

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DMR #41: ANDREW J CASS – What are the rules for prosperity in the new economy?

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Play Episode Listen Later Oct 27, 2014 23:03

David: What are the rules for prosperity in the new economy? How do you apply conventional sales skills to an online world? And is it really possible to sell from a mobile device? Those are just three of the questions that I intend to ask our special guest today, Andrew J. Cass. Andrew, welcome to DMR. Andrew: Hey, David. Thanks for having me. Good to be here. David: Well, thanks for joining me. Well, Andrew was a seven-figure producer in two separate sales businesses before the age of 35. He's also one of the few Dan Kenndy certified business advisors and co-founder and president of RemarkaMobile. So Andrew, do you think that new web-based businesses are forgetting about learning sales skills? Andrew: I do actually because what's funny today is a lot of people I think like to hide behind, they like to hide behind the internet today or hide behind the web today and sort of sell virtually, which I think you can to a degree. But I think, the more you try to remove the actual person-to-person touch that we came up with or at least, that I came up with. You're leaving a lot on the table. David: Right, okay. So sales skills then definitely apply in the new economy? Andrew: For sure. I think when we talk about the new economy, we're talking really internet, the internet economy, the mobile economy that we're in right now. I think that we rely too much on technology. I know, I don't and you probably don't, David, that's why we're here. But I think, many people do. I think they rely too much on technology and it makes them a little bit lazy and they start to forget that at the end of day, people buy people and people trust people. And they do business with people they like and trust. We have to kind of keep the person element in the sales process as much as possible. In my work, I like to talk pre-internet and post-internet since as you mentioned before, I was a young stockbroker, investment banker in New York when I came up when I was 23, 24 years old. We only had a telephone, that was it. There was no internet, no video, no Google, nothing, just the telephone. We had to make a lot of dials and do a lot of prospecting, so we really learned the art of telephone communication. Then post-internet, as I got online and built an online information information and internet marketing business, I was able to maintain the communication skills I had and then, blend them with technology; automation and leverage. I think if you do those two things, you can build an amazing business. But what I find today is people do one or the other. The old school tends to stay old school. The new school doesn't want to hear from the old school. They just want to be new school. Like I said before, they sort of hide behind technology. It's a delicate balance and it's a balance that very few businesses even explore.

DMR #37: BRANDON NOLTE – What does it take to start and build your own successful e-commerce store?

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Play Episode Listen Later Oct 21, 2014 25:49

David: What does it take to start and build your own successful e-commerce store? What are the common mistakes that e-commerce stores make and how do you increase your e-commerce conversion rates? Those are just 3 of the questions that I intend to ask today's special guest, Brandon Nolte. Brandon, welcome to DMR. Brandon: Thank you so much for having me, David. David: Thanks for joining us. Brandon is an e-commerce entrepreneur. He's founded a store, bringing in over $20,000 a month in revenue. His favorite things include hiring, working with his awesome team, and saying no! So Brandon, what prompted you to start an e-commerce store? Brandon: I guess I was looking for a way out of my previous business, which was a Kindle publishing business. It was actually doing really well for me, but I wanted to grow myself and my skill set. I thought e-commerce sounded like fun. It's probably not the most scientific way to go about it. Yeah, I was really just looking to grow myself as an entrepreneur. I feel like the e-commerce business model really allows you to expand your skill set. There's so many things you can learn from e-mail marketing to customer service to building teams and stuff like that. David: How long ago was it that you actually started? Brandon: The store went live basically January 1st. It's been running pretty much this whole year. David: Okay. Wow! We're talking just the beginning of October 2014. You're talking about 9 months or so it's been going. Fairly fresh, but you're obviously doing very well already. What would you say are the things you've done so far that has driven along the furthest that made it to the success that it is today? Brandon: I think the first one is certainly finding a good market. I ended up getting into a market where I saw that there was demands. I think, a lot of times, people go into businesses because they have a great idea or they think they have a great idea, and they have to try to validate it with the market. What really convinced me to get into my particular market was just talking to somebody who was already in it. After hearing his success, I wanted to get in. That was validation enough for me to try it. I guess the point I'm trying to make is you want to make sure that there is enough demand for your store to grow. That's certainly one of the things that's important.

DMR #25: Scott Gallagher – What are the 3 pillars of local SEO?

Play Episode Listen Later Oct 3, 2014 31:18

David: What are the 3 pillars of local SEO? Why are real reviews important? What is rich media and why is that important as well? Those are just 3 of the questions that I intend to ask today's special guest, Scott Gallagher. Scott, welcome to DMR. Scott: Thanks David. David: Scott helps small businesses get qualified leads from the organic channels of the internet. He's co-founder of Local Marketing Source and founder of WON Marketing. Scott, you focus on local SEO, but you don't like to call it SEO, why is that? Scott: That's true. We do. The practice of SEO or search engine optimization essentially is just that it's trying to optimize content to satisfy the needs of search engines. At some point in time in my business career several years ago, I started to look at this and think about what the search engines are trying to accomplish. When I was back in school and spent all this money on getting my university degree I got in marketing, a specialty in marketing with a Bachelor of Commerce and ... David: Was that worth it? Scott: Well, as it is, that's arguable. There's definitely some aspects that I learned. The definition of marketing, David, and this is not word for word, but you can go to Google and get it from the AMA which is American Marketing Association and that's, creating content that has value with an audience and distributing that content to where the audience is going to reside. I took a step back and started to think about that, "Wait a minute ..." David, "... this is just creating content to a customer segment." It really is just marketing.

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DMR #24: Ekaterina Walter – What can thinking like Mark Zuckerberg do for your digital marketing?

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Play Episode Listen Later Oct 2, 2014 36:31

David: What can thinking like Mark Zuckerberg do for your digital marketing? Is it essential to be visual in your story telling in using social media and how do you start building meaningful relationships with influencers. Those are just two of the questions that I intend to ask today’s special guest, Ekaterina Walter. Ekaterina, welcome to DMR. Ekaterina: Hello David, great to be here. David: Wonderful to have you here. Well, Ekaterina’s laid strategic and marketing innovation for fortune 500 brands such as Intel and Accenture. She’s also author of the bestseller Think Like Zuck, the five business secrets of Facebook in probably brilliant CEO Mark Zuckerberg and co-author of The Power of Visual Storytelling. Ekaterina, you’ve provided social media advice to a lot of big brands but is social media more challenging for big brands compared with single honor businesses? Ekaterina: Well David, the reality is I think as marketers whether we’re business owners or marketers in a big brand, our key goal should be building relationship capital, right? That is the basis for any success either you talk sales or customer service or brand awareness or even personal relationships. I think the challenges are different. It’s not easy to do so. It’s easy to do social. It’s not easy to be social. That sort of mentality of how to use social media as a tool to drive my ultimate goal which is build relationships and ignite tribes around my brand. If I’m a small business in a small community, that’s how my business thrives, right. It thrives on relationships, people knowing me, people trusting me, people understanding the products that I carry and having personal relationship with me in that community. The same goes for bigger brands is just in a larger scale. Either way you have to spend time and you have to pay attention to your customers, current and potential to your partners to your network. The reality is I think they have different challenges, small business where they usually short on resources and they need to really prioritize and larger brands where they a lot of times have resources but the scale is different, right?

DMR #22: Derek Murphy – What are the most important tools for creating your own book?

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Play Episode Listen Later Sep 30, 2014 28:41

David: What are the most important tools for creating your own book? Where you should you self-publish your own book? What are the most effective techniques for promoting a newly published book? Those are just three of the questions that I intend to ask today’s special guest, Derek Murphy. Derek’s a bestselling author and book design expert and has been a leading voice in how to use design to sell more books. He’s also finishing his PhD in literature while running over a dozen book and publishing related online businesses. Derek, tell me a little bit about the software that you recommend to produce books? Derek: A lot of people recommend Scrivener. Scrivener is a word processing software that’s specifically for books. It’s a little easier than Word because inside of Scrivener, you can organize different chapters and you can make notes and you can make a bulletin board to collect ideas or research so that you have everything for your book together in one place. Then, you can go through it and edit it. Scrivener also has a pretty good export to Kindle or ePub. From making e-books from your Word content, a lot of people like it. I wouldn’t use it to format print books because I think people use Scrivener to finish the book and to write it. You could an OK e-book because e-books are really simple. It’s basically just text. To design the interior, you should match the style with the book cover. You should use the same fonts and it’s important to have everything laid out well and very professionally. You can use Microsoft Word for that but Adobe InDesign makes a much cleaner looking book. Like the book cover, it’s very difficult to do it yourself. If you’re going to do it, you want to find a nice looking template where you can just use something to start with and just tweak it and add your content rather than just making it up as you go or trying to do it from scratch.

DMR #21: Bryan Collins – What is the most common business writing mistakes that writers make?

Play Episode Listen Later Sep 29, 2014 25:05

David: What does it take to be a productive writer? What is the most common mistake that business writers make? And if you produce more quantity, does that not reduce your quality? Those are just two of the questions that I intend to ask today’s special guest, Bryan Collins. Bryan, welcome to DMR. Bryan: Thanks for having me on. David: Well, welcome. Bryan is a writer who lives an hour or so outside Dublin, Ireland - and right now he’s just published his new book ‘A Productive Writer’. Bryan, do you think a great writer should focus on creating great writing only or can a great writer also be a great social media marketer too? Bryan: That’s a very good question, David. I’d say that if there’s two things that a writer needs to do today - particularly an online writer - they need to spend firstly time creating great content and writing and they also need to spend an equal - if not more time - marketing and sharing that content. There’s no point going and locking yourself into a cave and producing a great piece of work, and then leaving it sitting there and hoping that somebody comes along, sees how great it is and tells all her friends. You’ve to put your work out there because there’s so much noise now on the internet, there’s so many people producing high value content, that you need to go out and you need to tell people stories about your content, about your writing, how it’s going to benefit their lives and how it can even change them. I think Seth Godin even says that all great marketing is storytelling and great writing is storytelling too, so there’s definitely … great writers should do both. David: Does that mean that a great writer can't just focus on the writing and that it’s not possible to rely on other people to do the social media marketing on their behalf? Do you think to work best on social media it actually has to be the writer that does the interaction on social media as well? Bryan: If you are Stephen King or if you are a John Grisham … a massive publishing house behind you then you can probably go off and do whatever you want. I think the rest of us maybe have to go off and spend some time marketing our writing. I think even Paulo Coelho has over a million followers on his Twitter handle.

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DMR #20: Mark Pack – What does it take to be a top twenty political blogger?

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Play Episode Listen Later Sep 26, 2014 33:52

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.

DMR #3: Alan Morte – What are the most important reports in Google Analytics?

Play Episode Listen Later Sep 3, 2014 28:00

David: What are the most important reports in Google Analytics? How should you customize your dashboards and what metrics are the most important to be keeping an eye on? Those are just three of the questions that I’m going to be asking our special guest Alan Morte today about Google Analytics. Alan thanks for joining us on DMR. Alan: No problem. Thank you having me. I appreciate the time. David: Alan is the president of Three Ventures where he uses analytics to help his clients increase the ROI from millions of dollars marketing spend annually. So Alan, is it nearly always Google Analytics that your clients use or are you finding that other tracking tools are just as popular? Alan: There are other tracking tools that are just as popular. Google Analytics has the brand name behind it. Obviously you have Adobe’s products and Omniture but really it just depends on … Its going to really depend on the CTO and the technology staff and what their preferences are but Google Analytics really they do a good job with offering a free version where a lot of startups or lot of baby companies that started in 2005-2006 have implemented the products since its early infant stages and now they are getting to the point where they are becoming bigger companies heading to 5, 10, 15, 20 million dollar in annual revenue range that they already have Google Analytics in place. We definitely see a lot of companies using Google Analytics. As far as it being the best tool, I think that varies client to client depending on what exactly the goals of the business are; maybe the plan or objectives of the quarter year etc.; maybe five year plan something like that.

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DMR #1: John Lee Dumas – Is podcasting really worth it?