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About IvanIvan Pepelnjak, CCIE#1354 Emeritus, is an independent network architect, blogger, and webinar author at ipSpace.net. He's been designing and implementing large-scale service provider and enterprise networks as well as teaching and writing books about advanced internetworking technologies since 1990.https://www.ipspace.net/About_Ivan_PepelnjakLinks:ipSpace.net: https://ipspace.net TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by my friends at ThinkstCanary. Most companies find out way too late that they've been breached. ThinksCanary changes this and I love how they do it. Deploy canaries and canary tokens in minutes and then forget about them. What's great is the attackers tip their hand by touching them, giving you one alert, when it matters. I use it myself and I only remember this when I get the weekly update with a “we're still here, so you're aware” from them. It's glorious! There is zero admin overhead to this, there are effectively no false positives unless I do something foolish. Canaries are deployed and loved on all seven continents. You can check out what people are saying at canary.love. And, their Kub config canary token is new and completely free as well. You can do an awful lot without paying them a dime, which is one of the things I love about them. It is useful stuff and not an, “ohh, I wish I had money.” It is speculator! Take a look; that's canary.love because it's genuinely rare to find a security product that people talk about in terms of love. It really is a unique thing to see. Canary.love. Thank you to ThinkstCanary for their support of my ridiculous, ridiculous non-sense. Corey: Developers are responsible for more than ever these days. Not just the code they write, but also the containers and cloud infrastructure their apps run on. And a big part of that responsibility is app security — from code to cloud.That's where Snyk comes in. Snyk is a frictionless security platform that meets developers where they are, finding and fixing vulnerabilities right from the CLI, IDEs, repos, and pipelines. And Snyk integrates seamlessly with AWS offerings like CodePipeline, EKS, ECR, etc., etc., etc., you get the picture! Deploy on AWS. Secure with Snyk. Learn more at snyk.io/scream. That's S-N-Y-K-dot-I-O/scream. Because they have not yet purchased a vowel.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. I have an interesting and storied career path. I dabbled in security engineering slash InfoSec for a while before I realized that being crappy to people in the community wasn't really my thing; I was a grumpy Unix systems administrator because it's not like there's a second kind of those out there; and I dabbled ever so briefly in the wide world of network administration slash network engineering slash plugging the computers in to make them talk to one another, ideally correctly. But I was always a dabbler. When it comes time to have deep conversations about networking, I immediately tag out and look to an expert. My guest today is one such person. Ivan Pepelnjak is oh so many things. He's a CCIE emeritus, and well, let's start there. Ivan, welcome to the show.Ivan: Thanks for having me. And oh, by the way, I have to tell people that I was a VAX/VMS administrator in those days.Corey: Oh, yes the VAX/VMS world was fascinating. I talked—Ivan: Yes.Corey: —to a company that was finally emulating them on physical cards because that was the only way to get them there. Do you refer to them as VAXen, or VAXes, or how did you wind up referring—Ivan: VAXes.Corey: VAXes. Okay, I was on the other side of that with the inappropriately pluralizing anything that ends with an X with an en—‘boxen' and the rest. And that's why I had no friends for many years.Ivan: You do know what the first VAX was, right?Corey: I do not.Ivan: It was a Swedish Hoover company.Corey: Ooh.Ivan: And they had a trademark dispute with Digital over the name, and then they settled that.Corey: You describe yourself in your bio as a CCIE Emeritus, and you give the number—which is low—number 1354. Now, I've talked about certifications on this show in the context of the modern era, and whether it makes sense to get cloud certifications or not. But this is from a different time. Understand that for many listeners, these stories might be older than you are in some cases, and that's okay. But Cisco at one point, believe it or not, was a shining beacon of the industry, the kind of place that people wanted to work at, and their certification path was no joke.I got my CCNA from them—Cisco Certified Network Administrator—and that was basically a byproduct of learning how networks worked. There are several more tiers beyond that, culminating in the CCIE, which stands for Cisco Certified Internetworking Expert, or am I misremembering?Ivan: No, no, that's it.Corey: Perfect. And that was known as the doctorate of networking in many circles for many years. Back in those days, if you had a CCIE, you are guaranteed to be making an awful lot of money at basically any company you wanted to because you knew how networking—Ivan: In the US.Corey: —worked. Well, in the US. True. There's always the interesting stories of working in places that are trying to go with the lowest bidder for networking gear, and you wind up spending weeks on end trying to figure out why things are breaking intermittently, and only to find out at the end that someone saved 20 bucks by buying cheap patch cables. I digress, and I still have the scars from those.But it was fascinating in those days because there was a lab component of getting those tests. There were constant rumors that in the middle of the night, during the two-day certification exam, they would come in and mess with the lab and things you'd set up—Ivan: That's totally true.Corey: —you'd have to fix it the following day. That is true?Ivan: Yeah. So, in the good old days, when the lab was still physical, they would even turn the connectors around so that they would look like they would be plugged in, but obviously there was no signal coming through. And they would mess up the jumpers on the line cards and all that stuff. So, when you got your broken lab, you really had to work hard, you know, from the physical layer, from the jumpers, and they would mess up your config and everything else. It was, you know, the real deal. The thing you would experience in real world with, uh, underqualified technicians putting stuff together. Let's put it this way.Corey: I don't wish to besmirch our brethren working in the data centers, but having worked with folks who did some hilariously awful things with cabling, and how having been one of those people myself from time to time, it's hard to have sympathy when you just spent hours chasing it down. But to be clear, the CCIE is one of those things where in a certain era, if you're trying to have an argument on the internet with someone about how networks work and their responses, “Well, I'm a CCIE.” Yeah, the conversation was over at that point. I'm not one to appeal to authority on stuff like that very often, but it's the equivalent of arguing about medicine with a practicing doctor. It's the same type of story; it is someone where if they're wrong, it's going to be in the very fringes or the nuances, back in this era. Today, I cannot speak to the quality of CCIEs. I'm not attempting to besmirch any of them. But I'm also not endorsing that certification the way I once did.Ivan: Yeah, well, I totally agree with you. When this became, you know, a mass certification, the reason it became a mass certification is because reseller discounts are tied to reseller status, which is tied to the number of CCIEs they have, it became, you know, this, well, still high-end, but commodity that you simply had to get to remain employed because your employer needed the extra two point discount.Corey: It used to be that the prerequisite for getting the certification was beyond other certifications was, you spent five or six years working on things.Ivan: Well, that was what gave you the experience you needed because in those days, there were no boot camps. Today, you have [crosstalk 00:06:06]—Corey: Now, there's boot camp [crosstalk 00:06:07] things where it's we're going to train you for four straight weeks of nothing but this, teach to the test, and okay.Ivan: Yeah. No, it's even worse, there were rumors that some of these boot camps in some parts of the world that shall remain unnamed, were actually teaching you how to type in the commands from the actual lab.Corey: Even better.Ivan: Yeah. You don't have to think. You don't have to remember. You just have to type in the commands you've learned. You're done.Corey: There's an arc to the value of a certification. It comes out; no one knows what the hell it is. And suddenly it's, great, you can use that to really identify what's great and what isn't. And then it goes at some point down into the point where it becomes commoditized and you need it for partner requirements and the rest. And at that point, it is no longer something that is a reliable signal of anything other than that someone spent some time and/or money.Ivan: Well, are you talking about bachelor degree now?Corey: What—no, I don't have one of those either. I have—Ivan: [laugh].Corey: —an eighth grade education because I'm about as good of an academic as it probably sounds like I am. But the thing that really differentiated in my world, the difference between what I was doing in the network engineering sense, and the things that folks like you who were actually, you know, professionals rather than enthusiastic amateurs took into account was that I was always working inside of the LAN—Local Area Network—inside of a data center. Cool, everything here inside the cage, I can make a talk to each other, I can screw up the switching fabric, et cetera, et cetera. I didn't deal with any of the WAN—Wide Area Network—think ‘internet' in some cases. And at that point, we're talking about things like BGP, or OSPF in some parts of the world, or RIP. Or RIPv2 if you make terrible life choices.But BGP is the routing protocol that more or less powers the internet. At the time of this recording, we're a couple weeks past a BGP… kerfuffle that took Facebook down for a number of hours, during which time the internet was terrific. I wish they could do that more often, in fact; it was almost like a holiday. It was fantastic. I took my elderly relatives out and got them vaccinated. It was glorious.Now, we're back to having Facebook and, terrific. The problem I have whenever something like this happens is there's a whole bunch of crappy explainers out there of, “What is BGP and how might it work?” And people have angry opinions about all of these things. So instead, I prefer to talk to you. Given that you are a networking trainer, you have taught people about these things, you have written books, you have operated large—scale environments—Ivan: I even developed a BGP course for Cisco.Corey: You taught it for Cisco, of all places—Ivan: Yeah. [laugh].Corey: —back when that was impressive, and awesome and not a has-been. It's honestly, I feel like I could go there and still wind up going back in time, and still, it's the same Cisco in some respects: ‘evolve or die dinosaur,' and they got frozen in amber. But let's start at the very beginning. What is BGP?Ivan: Well, you know, when the internet was young, they figured out that we aren't all friends on the internet anymore. And I want to control what I tell you, and you want to control what you tell me. And furthermore, I want to control what I believe from what you're telling me. So, we needed a protocol that would implement policy, where I could say, “I will only announce my customers to you, but not what I've heard from Verizon.” And you will do the same.And then I would say, “Well, but I don't want to hear about that customer of yours because he's also my customer.” So, we need some sort of policy. And so they invented a protocol where you will tell me what you have, I will tell you what I have and then we would both choose what we want to believe and follow those paths to forward traffic. And so BGP was born.Corey: On some level, it seems like it's this faraway thing to people like me because I have a residential internet connection and I am not generally allowed to make my own BGP announcements to the greater world. Even when I was working in data centers, very often the BGP was handled by our upstream provider, or very occasionally by a router they would drop in with the easiest maintenance instructions in the world for me of, “Step one, make sure it has power. Step two, never touch it. Step three, we'd prefer if you don't even look at it and remain at least 20 feet away to keep from bringing your aura near anything we care about.” And that's basically how you should do with me in the context of hardware. So, it was always this arcane magic thing.Ivan: Well, it's not. You know, it's like power transmission: when you know enough about it, it stops being magic. It's technology, it's a bit more complicated than some other stuff. It's way less complicated than some other stuff, like quantum physics, but still, it's so rarely used that it gets this aura of being mysterious. And then of course, everyone starts getting their opinion, particularly the graduates of the Facebook Academy.And yes, it is true that usually BGP would be used between service providers, so whenever, you know, we are big enough to need policy, if you just need one uplink, there is no policy there. You either use the uplink or you don't use the uplink. If you want to have two different links to two different points of presence or to two different service providers, then you're already in the policy land. Do I prefer one provider over the other? Do I want to announce some things to one provider but other things to the other? Do I want to take local customers from both providers because I want to, you know, have lower latency because they are local customers? Or do I want to use one solely as the backup link because I paid so little for that link that I know it's shitty.So, you need all that policy stuff, and to do that, you really need BGP. There is no other routing protocol in the world where you could implement that sort of policy because everything else is concerned mostly with, let's figure out as fast as possible, what is reachable and how to get there. And BGP is like, “Hey, slow down. There's policy.”Corey: Yeah. In the context of someone whose primary interaction with networks is their home internet, where there's a single cable coming in from the outside world, you plug it into a device, maybe yours, maybe ISPs, maybe we don't care. That's sort of the end of it. But think in terms of large interchanges, where there are multiple redundant networks to get from here to somewhere else; which one should traffic go down at any given point in time? Which networks are reachable on the other end of various distant links? That's the sort of problem that BGP is very good at addressing and what it was built for. If you're running BGP internally, in a small network, consider not doing exactly that.Ivan: Well, I've seen two use cases—well, three use cases for people running BGP internally.Corey: Okay, this I want to hear because I was always told, “No touch ‘em.” But you know, I'm about to learn something. That's why I'm talking to you.Ivan: The first one was multinationals who needed policy.Corey: Yes. Many multi-site environments, large-scale companies that have redundant links, they're trying to run full mesh in some cases, or partial mesh where—between a bunch of facilities.Ivan: In this case, it was multiple continents and really expensive transcontinental links. And it was, I don't want to go from Europe to Sydney over US; I want to go over Middle East. And to implement that type of policy, you have to split, you know, the whole network into regions, and then each region is what BGP calls an autonomous system, so that it gets its stack, its autonomous system number and then you can do policy on that saying, “Well, I will not announce Asian routes to Europe through US, or I will make them less preferred so that if the Middle East region goes down, I can still reach Asia through US but preferably, I will not go there.”The second one is yet again, large networks where they had too many prefixes for something like OSPF to carry, and so their OSPF was breaking down and the only way to solve that was to go to something that was designed to scale better, which was BGP.And third one is if you want to implement some of the stuff that was designed for service providers, initially, like, VPNs, layer two or layer three, then BGP becomes this kitchen sink protocol. You know, it's like using Route 53 as a database; we're using BGP to carry any information anyone ever wants to carry around. I'm just waiting for someone to design JSON in BGP RFC and then we are, you know… where we need to be.Corey: I feel on some level, like, BGP gets relatively unfair criticism because the only time it really intrudes on the general awareness is when something has happened and it breaks. This is sort of the quintessential network or systems—or, honestly, computer—type of issue. It's either invisible, or you're getting screamed at because something isn't working. It's almost like a utility. On some level. When you turn on a faucet, you don't wonder whether water is going to come out this time, but if it doesn't, there's hell to pay.Ivan: Unless it's brown.Corey: Well, there is that. Let's stay away from that particular direction; there's a beautiful metaphor, probably involving IBM, if we do. So, the challenge, too, when you look at it is that it's this weird, esoteric thing that isn't super well understood. And as soon as it breaks, everyone wants to know more about it. And then in full on charging to the wrong side of the Dunning-Kruger curve, it's, “Well, that doesn't sound hard. Why are they so bad at it? I would be able to run this better than they could.” I assure you, you can't. This stuff is complicated; it is nuanced; it's difficult. But the common question is, why is this so fragile and able to easily break? I'm going to turn that around. How is it that something that is this esoteric and touches so many different things works as well as it does?Ivan: Yeah, it's a miracle, particularly considering how crappy the things are configured around the world.Corey: There have been periodic outages of sites when some ISP sends out a bad BGP announcement and their upstream doesn't suppress it because hey, you misconfigured things, and suddenly half the internet believes oh, YouTube now lives in this tiny place halfway around the world rather than where it is currently being Anycasted from.Ivan: Called Pakistan, to be precise.Corey: Exact—there was an actual incident there; we are not dunking on Pakistan as an example of a faraway place. No, no, an Pakistani ISP wound up doing exactly this and taking YouTube down for an afternoon a while back. It's a common problem.Ivan: Yeah, the problem was that they tried to stop local users accessing YouTube. And they figured out that, you know, YouTube, is announcing this prefix and if they would announce to more specific prefixes, then you know, they would attract the traffic and the local users wouldn't be able to reach YouTube. Perfect. But that leaked.Corey: If you wind up saying that, all right, the entire internet is available on this interface, and a small network of 256 nodes available on the second interface, the most specific route always wins. That's why the default route or route of last resort is the entire internet. And if you don't know where to send it, throw it down this direction. That is usually, in most home environments, the gateway that then hands it up to your ISP, where they inspect it and do all kinds of fun things to sell ads to you, and then eventually get it to where it's going.This gets complicated at these higher levels. And I have sympathy for the technical aspects of what happened at Facebook; no sympathy whatsoever for the company itself because they basically do far more harm than they do good and I've been very upfront about that. But I want to talk to you as well about something that—people are going to be convinced I'm taking this in my database direction, but I assure you I'm not—DNS. What is the relationship between BGP and DNS? Which sounds like a strange question, sometimes.Ivan: There is none.Corey: Excellent.Ivan: It's just that different large-scale properties decided to implement the global load-balancing global optimal access to their servers in different ways. So, Cloudflare is a typical example of someone who is doing Anycast, they are announcing the same networks, the same prefixes, from hundreds locations around the world. So, BGP will take care that you always get to the close Cloudflare [unintelligible 00:18:46]. And that's it. That's how they work. No magic. Facebook didn't believe in the power of Anycast when they started designing their service. So, what they're doing is they have DNS servers around the world, and the DNS servers serve the local region, if you wish. And that DNS server then decides what facebook.com really stands for. So, if you query for facebook.com, you'll get a different answer in Europe than in US.Corey: Just a slight diversion on what Anycast is. If I ping Google's public resolver 8.8.8.8—easy to remember—from my computer right now, the packet gets there and back in about five milliseconds.Wherever you are listening to this, if you were to try that same thing you'd see something roughly similar. Now, one of two things is happening; either Google has found a way to break the laws of physics and get traffic to a central point faster than light for the 8.8.8.8 that I'm talking to and the one that you are talking to are not in fact the same computer.Ivan: Well, by the way, it's 13 milliseconds for me. And between you and me, it's 200 millisecond. So yes, they are cheating.Corey: Just a little bit. Or unless they tunneled through the earth rather than having to bounce it off of satellites and through cables.Ivan: No, even that wouldn't work.Corey: That's what the quantum computers are for. I always wondered. Now, we know.Ivan: Yeah. They're entangling the replies in advance, and that's how it works. Yeah, you're right.Corey: Please continue. I just wanted to clarify that point because I got that one hilariously wrong once upon a time and was extremely confused for about six months.Ivan: Yeah. It's something that no one ever thinks about unless, you know, you're really running large-scale DNS because honestly, root DNS servers were Anycasted for ages. You think they're like 12 different root DNS servers; in reality, there are, like, 300 instances hidden behind those 12 addresses.Corey: And fun trivia fact; the reason there are 12 addresses is because any more than that would no longer fit within the 512 byte limit of a UDP packet without truncating.Ivan: Thanks for that. I didn't know that.Corey: Of course. Now, EDNS extensions that you go out with a larger [unintelligible 00:21:03], but you can't guarantee that's going to hit. And what happens when you receive a UDP packet—when you receive a DNS result with a truncate flag set on the UDP packet? It is left to the client. It can either use the partial result, or it can try and re-establish over a TCP connection.That is one of those weird trivia questions they love to ask in sysadmin interviews, but it's yeah, fundamentally, if you're doing something that requires the root nameservers, you don't really want to start going down those arcane paths; you want it to just be something that fits in a single packet not require a whole bunch of computational overhead.Ivan: Yeah, and even within those 300 instances, there are multiple servers listening to the same IP address and… incoming packets are just sprayed across those servers, and whichever one gets the packet replies to it. And because it's UDP, it's one packet in one packet out. Problem solved. It all works. People thought that this doesn't work for TCP because, you know, you need a whole session, so you need to establish the session, you send the request, you get the reply, there are acknowledgements, all that stuff.Turns out that there is almost never two ways to get to a certain destination across the internet from you. So, people thought that, you know, this wouldn't work because half of your packets will end in San Francisco, and half of the packets will end in San Jose, for example. Doesn't work that way.Corey: Why not?Ivan: Well, because the global Internet is so diverse that you almost never get two equal cost paths to two different destinations because it would be San Francisco and San Jose announcing 8.8.8.8 and it would be a miracle if you would be sitting just in the middle so that the first packet would go to San Francisco, the second one would go to San Jose, and you know, back and forth. That never happens. That's why Cloudflare makes it work by analysing the same prefix throughout the world.Corey: So, I just learned something new about how routing announcements work, an aspect of BGP, and you a few minutes ago learned something about the UDP size limit and the root name servers. BGP and DNS are two of the oldest protocols in existence. You and I are also decades into our careers. If someone is starting out their career today, working in a cloud-y environment, there are very few network-centric roles because cloud providers handle a lot of this for us. Given these protocols are so foundational to what goes on and they're as old as they are, are we as an industry slash sector slash engineers losing the skills to effectively deploy and manage these things?Ivan: Yes. The same problem that you have in any other sufficiently developed technology area. How many people can build power lines? How many people can write a compiler? How many people can design a new CPU? How many people can design a new motherboard?I mean, when I was 18 years old, I was wire wrapping my own motherboard, with 8-bit processor. You can't do that today. You know, as the technology is evolving and maturing, it's no longer fun, it's no longer sexy, it stops being a hobby, and so it bifurcates into users and people who know about stuff. And it's really hard to bridge the gap from one to the other. So, in the end, you have, like, this 20 [graybeard 00:24:36] people who know everything about the technology, and the youngsters have no idea. And when these people die, don't ask me [laugh] how we'll get any further on.Corey: This episode is sponsored by our friends at CloudAcademy. That's right, they have a different lab challenge up for you called, “Code Red: Repair an AWS Environment with a Linux Bastion Host.” What does it do? Well, its going to assess your ability to troubleshoot AWS networking and security issues in a production like environment. Well, kind of, its not quite like production because some exec is not standing over your shoulder, wetting themselves while screaming. But..ya know, you can pretend in fact I'm reasonably certain you can retain someone specifically for that purpose should you so choose. If you are the first prize winner who completes all four challenges with the fastest time, you'll win a thousand bucks. If you haven't started yet you can still complete all four challenges between now and December 3rd to be eligible for the grand prize. There's only a few days left until the whole thing ends, so I would get on it now. Visit cloudacademy.com/corey. That's cloudacademy.com/C-O-R-E-Y, for god's sake don't drop the “E” that drives me nuts, and thank you again to Cloud Academy for not only promoting my ridiculous non sense but for continuing to help teach people how to work in this ridiculous environment.Corey: On some level, it feels like it's a bit of a down the stack analogy for what happened to me early in my career. My first systems administration job was running a large-scale email system. So, it was a hobby that I was interested in. I basically bluffed my way into working at a university for a year—thanks, Chapman; I appreciate that [laugh]—and it was great, but it was also pretty clear to me that with the rise of things like hosted email, Gmail, and whatnot, it was not going to be the future of what the present day at that point looked like, which was most large companies needed an email administrator. Those jobs were dwindling.Now, if you want to be an email systems administrator, there are maybe a dozen companies or so that can really use that skill set and everyone else just outsources that said, at those companies like Google and Microsoft, there are some incredibly gifted email administrators who are phenomenal at understanding every nuance of this. Do you think that is what we're going to see in the world of running BGP at large scale, where a few companies really need to know how this stuff works and everyone else just sort of smiles, nods and rolls with it?Ivan: Absolutely. We're already there. Because, you know, if I'm an end customer, and I need BGP because I have to uplinks to two ISPs, that's really easy. I mean, there are a few tricks you should follow and hopefully, some of the guardrails will be built into network operating systems so that you will really have to configure explicitly that you want to leak [unintelligible 00:26:15] between Verizon and AT&T, which is great fun if you have too low-speed links to both of them and now you're becoming transit between the two, which did happen to Verizon; that's why I'm mentioning them. Sorry, guys.Anyway, if you are a small guy and you just need two uplinks, and maybe do a bit of policy, that's easy and that's achievable, let's say with some Google and paste, and throwing spaghetti at the wall and seeing what sticks. On the other hand, what the large-scale providers—like for example Facebook because we were talking about them—are doing is, like, light years away. It's like comparing me turning on the light bulb and someone running, you know, nuclear reactor.Corey: Yeah, you kind of want the experts running some aspects on that. Honestly, in my case, you probably want someone more competent flipping the light switch, too. But that's why I have IoT devices here that power my lights, it on the one hand, keeps me from hurting myself on the other leads to a nice seasonal feel because my house is freaking haunted.Ivan: So, coming back to Facebook, they have these DNS servers all around the world and they don't want everyone else to freak out when one of these DNS servers goes away. So, that's why they're using the same IP address for all the DNS servers sitting anywhere in the world. So, the name server for facebook.com is the same worldwide. But it's different machines and they will give you different answers when you ask, “Where is facebook.com?”I will get a European answer, you will get a US answer, someone in Asia will get whatever. And so they're using BGP to advertise the DNS servers to the world so that everyone gets to the closest DNS server. And now it doesn't make sense, right, for the DNS server to say, “Hey, come to European Facebook,” if European Facebook tends to be down. So, if their DNS server discovers that it cannot reach the servers in the data center, it stops advertising itself with BGP.Why would BGP? Because that's the only thing it can do. That's the only protocol where I can tell you, “Hey, I know about this prefix. You really should send the traffic to me.” And that's what happened to Facebook.They bricked their backbone—whatever they did; they never told—and so their DNS server said, “Gee, I can't reach the data center. I better stop announcing that I'm a DNS server because obviously I am disconnected from the rest of Facebook.” And that happens to all DNS servers because, you know, the backbone was bricked. And so they just, you know, [unintelligible 00:29:03] from the internet, they've stopped advertising themselves, and so we thought that there was no DNS server for Facebook. Because no DNS server was able to reach their core, and so all DNS servers were like, “Gee, I better get off this because, you know, I have no clue what's going on.”So, everything was working fine. Everything was there. It's just that they didn't want to talk to us because they couldn't reach the backend servers. And of course, people blamed DNS first because the DNS servers weren't working. Of course they weren't. And then they blame the BGP because it must be BGP if it isn't DNS. But it's like, you know, you're blaming headache and muscle cramps and high fever, but in fact you have flu.Corey: For almost any other company that wasn't Facebook, this would have been a less severe outage just because most companies are interdependent on each other companies to run infrastructure. When Facebook itself has evolved the way that it has, everything that they use internally runs on the same systems, so they wound up almost with a bootstrapping problem. An example of this in more prosaic terms are okay, the data center had a power outage. Okay, now I need to power up all the systems again and the physical servers I'm trying to turn on need to talk to a DNS server to finish booting but the DNS server is a VM that lives on those physical servers. Uh-oh. Now, I'm in trouble. That is a overly simplified and real example of what Facebook encountered trying to get back into this, to my understanding.Ivan: Yes, so it was worse than that. It looks like, you know, even out-of-band management access didn't work, which to me would suggest that out-of-band management was using authentication servers that were down. People couldn't even log to Zoom because Zoom was using single-sign-on based on facebook.com, and facebook.com was down so they couldn't even make Zoom calls or open Google Docs or whatever. There were rumors that there was a certain hardware tool with a rotating blade that was used to get into a data center and unbrick a box. But those rumors were vehemently denied, so who knows?Corey: The idea of having someone trying to physically break into a data center in order to power things back up is hilarious, but it does lead to an interesting question, which is in this world of cloud computing, there are a lot of people in the physical data centers themselves, but they don't have access, in most cases to log into any of the boxes. One of the most naive things I see all the time is, “Oh well, the cloud provider can read all of your data.” No, they can't. These things are audited. And yeah, theoretically, if they're lying outright, and somehow have falsified all of the third-party audit stuff that has been reported and are willing to completely destroy their business when it gets out—and I assure you, it would—yeah, theoretically, that's there. There is an element of trust here. But I've had to answer a couple of journalists questions recently of, “Oh, is AWS going to start scanning all customer content?” No, they physically cannot do it because there are many ways you can configure things where they cannot see it. And that's exactly what we want.Ivan: Yeah, like a disk encryption.Corey: Exactly. Disk encryption, KMS on some level, using—rolling your own, et cetera, et cetera. They use a lot of the same systems we do. The point being, though, is that people in the data centers do not even have logging rights to any of these nodes for the physical machines, in some cases, let alone the customer tenants on top of those things. So, on some level, you wind up with people building these systems that run on top of these computers, and they've never set foot in one of the data centers.That seems ridiculous to me as someone who came up visiting data centers because I had to know where things were when they were working so I could put them back that way when they broke later. But that's not necessary anymore.Ivan: Yeah. And that's the problem that Facebook was facing with that outage because you start believing that certain systems will always work. And when those systems break down, you're totally cut off. And then—oh, there was an article in ACM Queue long while ago where they were discussing, you know, the results of simulated failures, not real ones, and there were hilarious things like phone directory was offline because it wasn't on UPS and so they didn't know whom to call. Or alerts couldn't be diverted to a different data center because the management station for alert configuration was offline because it wasn't on UPS.Or, you know the one, right, where in New York, they placed the gas pump in the basement, and the diesel generators were on the top floor, and the hurricane came in and they had to carry gas manually, all the way up to the top floor because the gas pump in the basement just stopped working. It was flooded. So, they did everything right, just the fuel wouldn't come to the diesel generators.Corey: It's always the stuff that is under the hood on these things that you can't make sense of. One of the biggest things I did when I was evaluating data center sites was I'd get a one-line diagram—which is an electrical layout of the entire facility—great. I talked to the folks running it. Now, let's take a walk and tour it. Hmmm, okay. You show four transformers on your one-line diagram. I see two transformers and two empty concrete pads. It's an aspirational one-line diagram. It's a joke that makes it a one-liner diagram and it's not very funny. So it's, okay if I can't trust you for those little things, that's a problem.Ivan: Yeah, well, I have another funny story like that. We had two power feeds coming into the house plus the diesel generator, and it was, you know, the properly tested every month diesel generator. And then they were doing some maintenance and they told us in advance that they will cut both power feeds at 2 a.m. on a Sunday morning.And guess what? The diesel generator didn't start. Half an hour later UPS was empty, we were totally dead in water with quadruple redundancy because you can't get someone it's 2 a.m. on a Sunday morning to press that button on the diesel generator. In half an hour.Corey: That is unfortunate.Ivan: Yeah, but that's how the world works. [laugh].Corey: So, it's been fantastic reminding myself of some of the things I've forgotten because let's be clear, in working with cloud, a lot of this stuff is completely abstracted away. I don't have to care about most of these things anymore. Now, there's a small team of people that AWS who very much has to care; if they don't, I will say mean things to them on Twitter, if I let my HugOps position slip up just a smidgen. But they do such a good job at this that we don't have problems like this, almost ever, to the point where when it does happen, it's noteworthy. It's been fun talking to you about this just because it's a trip down a memory lane that is a lot more aligned with the things that are there and we tend not to think about them. It's almost a How it's Made episode.Ivan: Yeah. And don't be so relaxed regarding the cloud networking because, you know, if you don't go full serverless with nothing on-premises, you know what protocol you're running between on-premises and the cloud on direct connect? It's called BGP.Corey: Ah. You know, I did not know that. I've done some ridiculous IPsec pairings over those things, and was extremely unhappy for a while afterwards, but I never got to the BGP piece of it. Makes sense.Ivan: Yeah, even over IPsec if you want to have any dynamic failover, or multiple sites, or anything, it's [BP 00:36:56].Corey: I really want to thank you for taking the time to go through all this with me. If people want to learn more about how you view these things, learn more things from you, as I'd strongly recommend they should if they're even slightly interested by the conversation we've had, where can they find you?Ivan: Well, just go to ipspace.net and start exploring. There's the blog with thousands of blog entries, some of them snarkier than others. Then there are, like, 200 webinars, short snippets of a few hours of—Corey: It's like a one man version of re:Invent. My God.Ivan: Yeah, sort of. But I've been working on this for ten years, and they do it every year, so I can't produce the content at their speed. And then there are three different full-blown courses. Some of them are just, you know, the materials from the webinars, plus guest speakers plus hands-on exercises, plus I personally review all the stuff people submit, and they cover data centers, and automation, and public clouds.Corey: Fantastic. And we will, of course, put links to that into the [show notes 00:38:01]. Thank you so much for being so generous with your time. I appreciate it.Ivan: Oh, it's been such a huge pleasure. It's always great talking with you. Thank you.Corey: It really is. Thank you once again. Ivan Pepelnjak network architect and oh so much more. CCIE #1354 Emeritus. And read the bio; it's well worth it. I am Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice and a comment formatted as a RIPv2 announcement.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
With more than 20 years of experience in HR, Jonita Wilson has always had a deep passion and understanding of the value of diversity, equity and inclusion in the workplace. In 2019, she joined Discover Financial Services' HR team with a director of diversity position—which led to her being named chief diversity officer last summer, overseeing all DE&I initiatives for the workforce of more than 17,000. On the latest episode of The Business of Marketing Podcast, Adweek chief innovation officer Toby Daniels sits down with Wilson to discuss her HR career journey, what inspired the launch of Discover's Diversity and Inclusion Task Force, the company's top DE&I priorities for the year, and how she plans on strengthening and evolving the company culture. She also shared how other executives looking to push the boundaries with their DEI initiatives can create meaningful change within their companies. Throughout Season 2 of the podcast, we will be spotlighting a number of different startups that have participated in SAP.iO's foundries programs. During this episode, you will hear from Eric Allen, CEO of LISNR, the leading ultrasonic proximity platform enabling secure and seamless data transmission via a secure and scalable software solution. Learn how they leverage technology to drive growth and business transformation and what they see are some of the biggest future obstacles that they will have to overcome. Interested in joining the SAP.iO Foundries program? Visit SAP.iO for more information.
The Rivalry seeks to determine the source of the ancient, dark magic that Alura feels aboard the Merchant's Myst. The Hillgardens and Alura join their dinner party and Ally believes he has found their culprit. SHOW NOTES INFORMATION COMMUNITY INFO Send us pics of you rocking D2C Merch and we will publish them on the Community page of our website. Click HERE to check it out! CHARACTER ART Official D20 to Curtain Character Art created by Nsikak Udofia Check out some of Nsikak Udofia's amazing work at https://www.deviantart.com/hodahcity MUSIC / SOUND EFFECTS LICENSE INFORMATION: Rock Scissor Rock by Louise Goldberg Hero's Call by Louise Goldberg To hear more of Louise Goldberg's work, visit her profile at https://soundcloud.com/louise-goldberg For information about Louise's band, Miss Brown to You, visit https://www.reverbnation.com/missbrowntoyou Floating Cities by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/3765-floating-cities License: https://filmmusic.io/standard-license River of Io by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/4296-river-of-io License: https://filmmusic.io/standard-license Thatched Villagers by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/4481-thatched-villagers License: https://filmmusic.io/standard-license Unseen Horrors by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/4569-unseen-horrors License: https://filmmusic.io/standard-license
Con il suo nuovo romanzo "Io vi salverò" Valentina Camerini, scrittrice e sceneggiatrice di "Topolino", ci racconta la storia di due famiglie in fuga e del loro viaggio verso la salvezza.
In questo episodio di Educare con Calma rifletto in 5 minuti su una frase che scrivete spesso dopo aver ascoltato un episodio del mio podcast o aver letto un post del mio blog: "Mi hai fatto sentire meno sola/o". Nella trascrizione dell'episodio sul mio sito trovate la poesia che leggo in inglese. Se lo ascoltate su un'altra piattaforma, lo trovate su latela.com/podcast. :: Come appoggiare il podcast: Io non faccio pubblicità e non accetto sponsor, perché le pubblicità alimentano il consumismo e in più mi danno fastidio (quindi non voglio fare a voi una cosa che dà fastidio a me). Se vi piace il mio podcast e volete aiutarmi a mantenerlo vivo, potete diffonderlo lasciando una recensione sulla piattaforma dove lo ascoltate e/o acquistare uno dei miei corsi o prodotti: Educare a lungo termine – un corso online su come educare i nostri figli (e prima noi stessi) in maniera più consapevole. Tanti genitori mi dicono che gli ha cambiato la vita. Co-schooling: educare a casa – un corso online su come giocare con i figli in maniera produttiva e affiancare il percorso scolastico per mantenere vivo il loro naturale amore per il sapere. Come si fa un bebè – una guida per il genitore + libro stampabile per i bambini per avviare l'educazione sessuale in casa. Storie Arcobaleno – una guida per il genitore + libro stampabile per bambini per abbattere i tabù sulla diversità sessuale e di genere. La Tela Shop – qui trovate libricini per prime letture in stile montessori, audiolibri di favole reali per bambini, materiali Montessori fatti a mano e giocattoli in stile montessoriano… e presto molto altro!
DENNIS FOGGIA - Pilota motociclistico Moto3 | ALDO DRUDI - designer e grafico Riapre la stagione sciistica - "Avventure in pista" | Riccanza e cavalli - "Io e i cavalli"
Jared Weintraub, PhD is passionate about helping individuals, teams, and organizations to create, grow, and maintain purpose-driven, positive, and productive cultures. He currently works on the internal People Analytics and Reporting team at Deloitte and is an Adjunct Professor who has taught undergraduate and graduate Psychology courses. Jared has worked with start-ups, Fortune 500 companies, and organizations across various industries, providing internal and external consulting, coaching, and managing marketing and sales teams. He earned his Master's degree from the Chicago School of Professional Psychology's D.C. campus and recently received his Ph.D. in Applied Organizational Psychology from Hofstra University, where he researched Flow Theory - how, when, and why individuals, teams, and organizations can get into "the Zone." His most recent publication explored how we can use technology-based solutions to "nudge" behavior change to develop critical competencies for flourishing at work.If you're listening on the episode release date, have a very Happy Thanksgiving :) !!!See Jared on LinkedIn!Jared's email: jweintraub89@gmail.comTopics we covered:Jared's inspiration from Dr. Mihaly Csikszentmihalyi, the father of “flow”What is flow?The value of a psych major in industryWhy did Jared enjoy working in sales & HR?How did he discover IO psychology?How did his master's in IO help him do his HR job better?What went into Jared's decision to pursue a PhD in Applied Organizational Psychology?Is flow at work actually important?Do a lot of people achieve flow at work?What are concrete things people can do to start figuring out what gets them into flow?What advice does Jared have for people considering grad school in IO Psychology?What was Jared's experience with research at his PhD program (and why was it unique?)?Practical grad school and networking tipsWhat does Jared do now?Advice for that person listening who's nodding along and feeling really aligned with IO psychology - how should they get started after college? Visit psychmic.com to sign up for the newsletter, where you'll get career tips, grad school resources, and job opportunities straight to your inbox! Follow @psych_mic on Instagram to submit questions for speakers and stay in the loop.Music by: Adam Fine
What a remarkable story. Twenty years ago, our guest took a walk with her wife when her left leg suddenly stopped working correctly. The leg inexplicably lost most of its strength, causing Dr. Terry to hobble home confused. The next day, our guest was in a neurologist's office and heard these life-changing words: “Terry, this could be bad. Or, really, really bad.” Over the next two weeks, Dr. Terry went through a battery of tests. During those two long weeks, she kept thinking about what her neurologist said - and prayed for a fatal diagnosis to avoid a life of disability. Finally, the diagnosis came in: multiple sclerosis. Within three years, Dr. Terry found herself in a tilt-recline wheelchair, unable to sit up at her desk. This rapid deterioration occurred despite seeing the best specialists and taking the newest, cutting-edge medications. Whether listening or watching on YoutTube, Dr. Terry's story on what happens next is jaw-dropping. Listen to get inspired. If you know someone with MS, please share this interview with them. Because everything Dr. Terry shares is science-based. Fortunately for her (and ultimately for all of us), being a doctor with MS was a blessing in disguise. This enabled her to begin using the research skills she developed in her medical career to explore multiple sclerosis and search for possibilities. During her journey, Dr. Terry became a functional doctor through the Functional Medicine Certified Practitioner program. She is also a longtime clinical professor of medicine at the University of Iowa, conducting clinical trials. In 2018, Dr. Terry won the Institute for Functional Medicine's Linus Pauling Award for her research, clinical care, and patient care. She is also the author of The Wahls Protocol: A Radical Way to Treat All Chronic Autoimmune Conditions Using Paleo Principles, and The Wahls Protocol: Cooking for Life. How did Dr. Terry go from being in a wheelchair to riding her bike to work each day? How did she overcome MS and restore her health? Tune in and find out! In this podcast, we cover: Dr. Terry's emotional story What is multiple sclerosis? That moment her entire family cried tears of joy Dr. Terry's profound “A-ha” moment The dietary changes involved in her breakthrough How meditation played a role in Dr. Terry's recovery Dr. Terry's exciting clinical trials The emotional struggles of losing your ability to run, ride a bike, or hike How Terry's partner dealt with her MS How to bring more innovation to the medical industry A Funny Moment that Shocked Her Doctors For a long time during her illness with MS, Dr. Terry saw her neurologist every six months. As her condition turned around and she found herself in a much better place, Dr. Terry called her neurologist's office. “There's been a big change! I should really see a physician.” Wanting to see her that day, Dr. Terry said, no, I want to come on Friday. Despite their protests, she waited till Friday. “So I walk in, and I'm not in my tilt recline wheelchair. I'm in the waiting area, and the nurse comes out. She's got a chart, and she's looking around, and I realized she is looking for me.” “So I stand up and go, ‘Hey, Cindy! Over here!' She is like, ‘Oh my God, you're walking!” My physician is thrilled, and he says the same thing, ‘Oh my God! You're walking!'” Those Who Disrupt the Status Quo Face Ridicule and Criticism Over the time since she defied her prognosis and went on to clinically test her theories and positively change the lives of others suffering from MS, plenty of tomatoes get hurled at Dr. Terry. Here is a snippet of what Dr. Terry said about her critics: “Anyone who is truly innovative is going to draw ire because it's very uncomfortable to have to abandon constructs of how you understand the world.” “I don't want to do that. You don't want to do that. None of us do. So I don't think it's possible to have innovation without facing ridicule and rejection at first.” “And then your new ideas either pan out or are suppressed. So you keep doing the experiments.” One of the most profound episodes of the Awesome Health Podcast, Dr. Terry's personal story from an MS diagnosis back to feeling good again, is truly astonishing. But what makes this even more startling is the fact that this happened to a medical doctor, a clinical professor, who has gone on to show the medical community a whole new way of looking at MS. Many people get results through Dr. Terry's breakthrough work and will continue to do so as she continues her research at the University of Iowa. Check out this episode - discover a groundbreaking approach to multiple sclerosis. Episode Resources: Check out more about Terry Wahls, MD FREE GIFT: Pick up a one-page handout for the Wahl's Diet Clinical Trial in Sage Journals Terry Wahls M.D. on YouTube Dr. Terry Wahls on Instagram Terry Wahls MD on Facebook Dr. Terry Wahls on Twitter Read The Episode Transcript: 1 00:01:24.930 --> 00:01:25.140 Oh. 2 00:03:43.620 --> 00:03:44.700 Wade Lightheart: hi Terry how are you doing. 3 00:03:45.150 --> 00:03:46.320 Terry Wahls: Excellent how are you. 4 00:03:46.860 --> 00:03:52.530 Wade Lightheart: Excellent i'm so excited to have you here today it's so great, for you, James Where are you calling in from. 5 00:03:53.370 --> 00:03:55.170 Terry Wahls: A client from iowa city iowa. 6 00:03:55.560 --> 00:03:59.040 Wade Lightheart: Okay okay so great, where the papers have been published. 7 00:04:01.260 --> 00:04:17.310 Wade Lightheart: But I had the pleasure of reviewing beforehand before we get started, I just want to go through a couple of quick things is there any particular areas that you'd like to talk about today, or is important to kind of cue you up to mention. 8 00:04:18.210 --> 00:04:20.730 Terry Wahls: US remind me who your audiences. 9 00:04:21.030 --> 00:04:24.900 Wade Lightheart: So our audience is people who are looking at. 10 00:04:26.190 --> 00:04:35.640 Wade Lightheart: We call biological optimization they're leveraging technology and nutritional supplementation exercise fitness all that sort of stuff to address. 11 00:04:36.150 --> 00:04:42.720 Wade Lightheart: How do they improve their health, how do they you know live a healthier life, a better life that sort of stuff and we bring different people from. 12 00:04:43.350 --> 00:04:50.820 Wade Lightheart: Every possible background to address the importance of diet, nutrition and how they can improve the quality of their life or their family members. 13 00:04:51.420 --> 00:05:15.510 Terry Wahls: Okay, so our recent research will be launching another study here shortly we're very close to having that approved in, then I have a seminar next year and so it's a four part series and get the whole seminar or they could just get the last one, which is all about healthy aging. 14 00:05:16.530 --> 00:05:17.280 Wade Lightheart: Oh wow. 15 00:05:20.910 --> 00:05:21.360 Wade Lightheart: and 16 00:05:23.820 --> 00:05:28.530 Wade Lightheart: will probably going to your story, because I think it's super inspirational and. 17 00:05:28.890 --> 00:05:32.460 Terry Wahls: Oh yeah I should tell my story people yeah so how much time do we have. 18 00:05:32.730 --> 00:05:39.510 Wade Lightheart: Well, the year actually the defining component on it so that was my next question is, do you have any hard stops there, and like. 19 00:05:39.900 --> 00:05:46.170 Terry Wahls: I probably do so let me look at my calendar now because my team keeps this going. 20 00:05:47.430 --> 00:05:52.680 Terry Wahls: So it looks like 1230 is absolutely hard stop. 21 00:05:53.430 --> 00:06:00.030 Wade Lightheart: Okay, great well let's get you guys are two hours difference in iowa then over here on the west coast right. 22 00:06:01.350 --> 00:06:03.570 Terry Wahls: yeah, it is now 11. 23 00:06:04.290 --> 00:06:05.220 Terry Wahls: Before four. 24 00:06:05.640 --> 00:06:16.440 Wade Lightheart: Perfect alright, so I will do my little razzle dazzle introduction and then we'll get into we'll get into this as soon as you're ready to go. 25 00:06:17.310 --> 00:06:17.850 Wade Lightheart: Okay. 26 00:06:18.300 --> 00:06:19.980 Terry Wahls: I get settled, we are good. 27 00:06:20.700 --> 00:06:21.210 Okay. 28 00:06:22.530 --> 00:06:33.900 Wade Lightheart: Okay, for our recording team, we will start the podcast here in 321. 29 00:06:34.710 --> 00:06:51.810 Wade Lightheart: Good morning, good afternoon and good evening it's way too light heart from by optimizer with another edition of the awesome health podcast and today we have Dr Terry walls joining us, and this is a really exciting and important. 30 00:06:53.400 --> 00:07:09.000 Wade Lightheart: audio recording video recording if you're watching it on YouTube because Dr Terry walls has a very unique story, first of all, she is in the Institute of functional medicine certified practitioner in a clinical professor of medicine at the University of iowa. 31 00:07:09.270 --> 00:07:22.560 Wade Lightheart: where she conducts clinical trials in 2018 she was awarded the Institute for functional medicines Linus Pauling Award for her contributions and research clinical care and patient advocacy. 32 00:07:23.040 --> 00:07:29.160 Wade Lightheart: she's also a patient with the secondary progressive multiple sclerosis sclerosis sclerosis sorry. 33 00:07:29.760 --> 00:07:38.250 Wade Lightheart: I have a hard time saying that sometimes we're going to say that again she is also a patient with secondary progressive multiple cirrhosis. 34 00:07:38.640 --> 00:07:47.310 Wade Lightheart: Which couldn't find her to a tilt recline wheelchair for four years walls restored her health. 35 00:07:47.730 --> 00:07:56.790 Wade Lightheart: Using a diet and lifestyle program she designed specifically for her brain and now pedals her bike to work every. 36 00:07:57.210 --> 00:08:09.870 Wade Lightheart: Each day she's the author of the walls protocol a radical new way to treat all chronic autoimmune conditions, using Paleo principles and the cookbook the walls protocol cooking for life. 37 00:08:10.350 --> 00:08:25.050 Wade Lightheart: learn more about her Ms clinical trials at http PS, you know that colon slash slash walls w H l s dot lab diet you I O w a.edu. 38 00:08:25.560 --> 00:08:40.680 Wade Lightheart: Forward slash.we will have the links to this, I just had a chance there, Dr Terry to look at that trial and it's extraordinary you have an extraordinary story, I mean you know I had. 39 00:08:41.610 --> 00:08:56.520 Wade Lightheart: Some a relative that suffered from multiple sclerosis, and it is a very progressive in kind of depressing condition of it's in so many people suffer suffer from it. 40 00:08:56.970 --> 00:09:06.450 Wade Lightheart: I was actually Member when I was in elementary school, we did fundraising for multiple sclerosis research, and I remember I. 41 00:09:06.780 --> 00:09:15.780 Wade Lightheart: raised a bunch of funds and I got this little green little puppy dog as a prize for my for my work is again, I was very proud of that, because that was the first time I was. 42 00:09:16.170 --> 00:09:31.590 Wade Lightheart: introduced to the importance of research around degenerative conditions, and you have kind of spearheaded not only your own recovery, but also some extraordinary research in this area, can you talk about your journey that led you to this. 43 00:09:31.830 --> 00:09:32.220 sure. 44 00:09:33.360 --> 00:09:47.520 Terry Wahls: So when I was 20 years ago i'm out walking with my wife and my left leg gross week on dry unit a humble home next day, I see the neurologist who says, you know Terry this could be bad or really, really bad. 45 00:09:48.240 --> 00:10:01.080 Terry Wahls: So the next two weeks, while i'm thinking going through the workup I think about bad in really, really bad I, and I don't want to be disabled so actually i'm praying for a fatal diagnosis. 46 00:10:02.100 --> 00:10:09.630 Terry Wahls: Two weeks later, I hear multiple sclerosis, I see the best people take the no drugs three years later I hear totally fine wheelchair. 47 00:10:10.530 --> 00:10:26.400 Terry Wahls: I take my de Santo infusions than ties IV infusions nothing helps I am too weak to set up at my desk my zingers do the trigeminal neuralgia electoral jolts of pain, are more frequent more severe more difficult to turn off. 48 00:10:27.870 --> 00:10:33.090 Terry Wahls: Fortunately i'm a physician, so I go to the basic science, I began reading. 49 00:10:34.140 --> 00:10:47.910 Terry Wahls: And experiment, the based on what i'm reading I developed theory that mitochondria are a big driver, particularly in the more progressive decline and so At first I work on supplements. 50 00:10:49.200 --> 00:11:01.350 Terry Wahls: speed of my declined slows, then I discovered study using electrical stimulation muscles I convinced my physical therapist so let me try that my test session hurts like hell, but when it's over I feel great. 51 00:11:02.520 --> 00:11:15.450 Terry Wahls: I, and so my therapist lets me add East him to my workouts I discovered the Institute for functional medicine, I take their course on neuro protection, I have more supplements that i'm taking. 52 00:11:16.770 --> 00:11:31.170 Terry Wahls: In, then I have a really big Aha and sort of in retrospect wait i'm like dear God how That takes me so long to think about this i'm like what if I redesign my Paleo diet that i'd been following for last five years. 53 00:11:32.520 --> 00:11:40.350 Terry Wahls: Based on all the science i've been reading the nutrients that i've said, are important if taking supplements, what if I figure out where they are in the food supply. 54 00:11:41.370 --> 00:11:43.020 Terry Wahls: So redesign my Paleo diet. 55 00:11:45.120 --> 00:12:01.440 Terry Wahls: And it's stunning three months later, my zingers of 27 years are gone my fatigue is gone and my physical therapist says Terry you're getting stronger it begins advancing exercise. 56 00:12:03.090 --> 00:12:03.600 Terry Wahls: and 57 00:12:04.620 --> 00:12:07.680 Terry Wahls: Three months after that I am walking without a cane. 58 00:12:09.000 --> 00:12:10.560 Terry Wahls: Three months after that. 59 00:12:15.240 --> 00:12:15.570 Terry Wahls: I. 60 00:12:17.190 --> 00:12:18.150 Terry Wahls: got on my bike. 61 00:12:19.290 --> 00:12:25.860 Terry Wahls: For the first time in six years with my son zach jogging alongside in the left my daughter's tab on the right. 62 00:12:27.240 --> 00:12:29.310 Terry Wahls: And my wife behind. 63 00:12:30.900 --> 00:12:43.140 Terry Wahls: I biked around the block for the first time, you know everyone's crying my kids are crying my wife's crying i'm crying if you could see my face you'd see that i'm crying because that. 64 00:12:45.090 --> 00:12:56.460 Terry Wahls: That was the moment where I understood that the current understanding of multiple sclerosis was incomplete and who knew how much recovery might be possible. 65 00:12:57.660 --> 00:12:58.140 Terry Wahls: and 66 00:12:59.760 --> 00:13:02.070 Terry Wahls: You know it's about five months after that. 67 00:13:03.780 --> 00:13:13.170 Terry Wahls: Then I completed an 18.5 mile bike ride with my family and once again roll cry you know my kids are crying my wife's crying i'm crying. 68 00:13:13.980 --> 00:13:30.840 Terry Wahls: If this really transforms how I think about disease and health, it will transform the way I practice medicine and it transforms the focus of my research, I and we've done five clinical trials. 69 00:13:32.010 --> 00:13:46.560 Terry Wahls: We hopefully we'll be talking about most recent one we've got a couple more trials that will be getting launched here momentarily I and i've gone from being this. 70 00:13:48.570 --> 00:13:56.070 Terry Wahls: sort of unusual eccentric person that was roundly condemned by many in the Ms community. 71 00:13:57.540 --> 00:14:02.400 Terry Wahls: To be now are respected dietary intervention research. 72 00:14:03.930 --> 00:14:18.720 Terry Wahls: In the Ms community and really changing the whole discussion that diet and lifestyle are in should be an essential part of the care plan for me every Ms patient. 73 00:14:20.190 --> 00:14:28.500 Wade Lightheart: is profound first off your story is incredible and I can see why that would be activating so emotional because you know. 74 00:14:29.040 --> 00:14:39.990 Wade Lightheart: there's two two parts to it, one you're not just someone with a diagnosis you're someone with a medical background, so you understand the progressive degeneration, and what that's going to look like over a period of time. 75 00:14:40.590 --> 00:15:02.070 Wade Lightheart: Based on prior research, you were of all the medications the interactions the contraindications all that sort of stuff and then you go off and kind of do some your own experiments and start reversing what is generally believed to be a and reversible condition is that not. 76 00:15:02.220 --> 00:15:04.140 Terry Wahls: Correct no absolutely and. 77 00:15:04.650 --> 00:15:13.380 Terry Wahls: I want to be clear at the time that I was doing all of this, all of my physicians my primary care doc's all of the various neurologists i've seen. 78 00:15:13.770 --> 00:15:26.490 Terry Wahls: were very clear MS is a progressive disease, the whole point three says Wayne and I was thrilled to take these incredibly toxic compounds that I knew had at a rate of causing. 79 00:15:27.990 --> 00:15:36.150 Terry Wahls: leukemia to percentage time you took it because I was, and I was already seriously disabled I didn't want to become even more disabled so. 80 00:15:36.600 --> 00:15:51.450 Terry Wahls: I was happy to take very toxic drugs that may be very l in an effort to slow my decline, because this was all about slowing the decline it as I improve, so my my face pain is gone first time in 27 years. 81 00:15:52.140 --> 00:16:00.090 Terry Wahls: My fatigue is gone first time in seven years i'm walking again around the hospital and then around the block. 82 00:16:02.220 --> 00:16:09.930 Terry Wahls: But you know I don't know what it means, and in part of what you you do when you have a progressive neurological disorder. 83 00:16:11.490 --> 00:16:24.090 Terry Wahls: Is you learn to let go of the future right and take each day as an adult and that's a very healthy coping strategies so here I am. 84 00:16:25.140 --> 00:16:36.750 Terry Wahls: i've let go the future I don't know what it means i'm clearly at a different place than I was a month ago, or ios six months earlier but I don't know what it means I don't know. 85 00:16:38.070 --> 00:16:39.330 Terry Wahls: You know I didn't know what it means. 86 00:16:41.370 --> 00:16:42.780 Terry Wahls: until the day I rode my bike. 87 00:16:43.620 --> 00:16:44.310 Wade Lightheart: mm hmm. 88 00:16:44.940 --> 00:16:54.510 Terry Wahls: And that's when I understood in my heart and my bones, that the current understanding of Ms was wrong and that. 89 00:16:57.000 --> 00:17:03.240 Terry Wahls: I was recovering and who knew how much recovery might be possible. 90 00:17:04.770 --> 00:17:18.150 Terry Wahls: You know i'll to note sort of funny story I in this happened, the month previous pay and seen my neurologist you know access home every six months. 91 00:17:18.630 --> 00:17:33.000 Terry Wahls: And I called the office to say you know there's been a big change I should really see a physician, so they were happy to see me that day as well, oh no, I want to come on Friday so know if there's a big change, we should not wait till Friday Friday i'll be fine. 92 00:17:34.680 --> 00:17:40.740 Terry Wahls: So you know I go in I i've walked in so i'm not in my total Klein wheelchair i've seen in the office. 93 00:17:41.340 --> 00:17:54.240 Terry Wahls: In the waiting area and my the nurse comes out and she's got a chart she's looking around and I realized oh I bet she's looking for me and i'm not in the wheelchair, so I stand up go hey. 94 00:17:55.620 --> 00:17:57.750 Terry Wahls: Cindy over here, and she goes. 95 00:18:01.320 --> 00:18:04.140 Terry Wahls: And I was like oh my God you're walking. 96 00:18:05.730 --> 00:18:09.990 Terry Wahls: And so yeah I see my position is like oh my God you're walking. 97 00:18:11.130 --> 00:18:22.680 Terry Wahls: he's thrilled you're showing what I might East him, you know what i'm doing he still the startup got to get your MRI and see what's going on and. 98 00:18:23.760 --> 00:18:28.830 Terry Wahls: we're both quite surprised there's no change on the MRI and it comes back and says, you know. 99 00:18:30.000 --> 00:18:35.880 Terry Wahls: Of course there's no changing them right, these are old lesions they haven't been active in a long time to still that active. 100 00:18:37.080 --> 00:18:42.360 Terry Wahls: But what you clearly have done is you have rewired your brain. 101 00:18:43.380 --> 00:18:55.950 Terry Wahls: You are we miley and the MRI can't capture that but your body clearly has rewired in re function your brain and your spinal cord. 102 00:18:56.700 --> 00:19:12.300 Wade Lightheart: Can you explain to our listeners just what multiple sclerosis is so that they understand what it what it what it is what and then this breakthrough that you've. 103 00:19:12.300 --> 00:19:14.400 Wade Lightheart: Experienced why that's so profound. 104 00:19:14.850 --> 00:19:31.740 Terry Wahls: So it's a autoimmune process where your immune cells are attacking your spinal cord in your brain first we said it was just the installation the mile and part now realized in fact that they're killing all sorts of parts of your brain astrocytes have been damaged. 105 00:19:33.000 --> 00:19:43.290 Terry Wahls: glial cells are being damaged neurons are being damaged axon to being damaged there are these acute inflammation episodes so as a call to relapses that gradually improve. 106 00:19:43.980 --> 00:20:05.520 Terry Wahls: In addition, in the background, this is slow, steady deterioration brain bind spinal cord shrinkage that is lit that is associated with that cognitive decline we're seeing disability that from which people do not recover so and I clearly have a lot of fatigue. 107 00:20:06.600 --> 00:20:18.180 Terry Wahls: Had was being to have some cognitive decline in you know, had had severe severe disability, I could not sit up in a regular chair like I am right now, at that point. 108 00:20:20.310 --> 00:20:21.300 Terry Wahls: And so. 109 00:20:23.310 --> 00:20:28.650 Terry Wahls: What what my neurologist said very clearly is I had rewired. 110 00:20:32.580 --> 00:20:39.810 Terry Wahls: My brain and my spinal cord we didn't really have the technology that could have measured mile and production. 111 00:20:41.490 --> 00:20:55.530 Terry Wahls: And so unfair, unfortunately, we had not sent me over to the neuro ophthalmologist to get something called flicker fusion if we had the product if they had done that previously and now. 112 00:20:56.040 --> 00:21:07.110 Terry Wahls: They probably would be able to measure the remote island nation there, and my optic nerves, but you know we didn't have it, because there's no reason to think you know it's going to be any modulation occurring. 113 00:21:07.560 --> 00:21:24.300 Wade Lightheart: Right and that's an important distinction, I think, for people to recognize is now that you've you've demonstrated that it's possible well, we can start designing divine developing and designing trials about how to measure this to see which might well. 114 00:21:24.870 --> 00:21:30.870 Terry Wahls: Right and that the end that's what we're doing so, the next trial that we're doing. 115 00:21:32.160 --> 00:21:36.840 Terry Wahls: Well, maybe talk about the trial that we just published and then we'll talk about the next one. 116 00:21:36.870 --> 00:21:40.290 Wade Lightheart: yeah let's let's do that let's we're getting ahead of ourselves here because it's so. 117 00:21:40.290 --> 00:21:51.690 Wade Lightheart: exciting I just read through this trial now basically if you want to kind of outline what you've been able to put forth here in this in this discovery or. 118 00:21:52.230 --> 00:21:55.080 Terry Wahls: The sequence of doing research ghost. 119 00:21:55.440 --> 00:22:07.980 Terry Wahls: Typically, like this, an interesting case study, then an interesting case series about a intervention that may be changes it leads to an unexpected outcome. 120 00:22:08.670 --> 00:22:17.730 Terry Wahls: We then did what's called a single arm safety and feasibility study so and that was my chair medicine that got me to do this. 121 00:22:18.420 --> 00:22:29.430 Terry Wahls: We wrote up a protocol that outlined what I did for myself and then we enrolled 20 folks with secondary and primary progressive Ms. 122 00:22:29.790 --> 00:22:40.350 Terry Wahls: Sure, expect any of them to get any better, and the fact of all you can do is hold them flat, as a group that would be an amazing home run and anybody improve that would be studying. 123 00:22:41.850 --> 00:22:54.570 Terry Wahls: So we enrolled them we showed that people could implement it if the big the big side effect weight was if you're overweight or obese you lost weight get back to a healthy weight. 124 00:22:56.280 --> 00:23:10.260 Terry Wahls: And I had to file reports every three months about the weight loss that was occurring fatigue reduced quality of life, improved in half of our folks motor function walking function improved. 125 00:23:11.280 --> 00:23:17.730 Terry Wahls: So 50% of the people start to see improvements in motor function function that that's really quite remarkable. 126 00:23:18.210 --> 00:23:23.610 Terry Wahls: cognition improved depression declined anxiety declined. 127 00:23:24.090 --> 00:23:30.870 Wade Lightheart: Now, where was in that trial, where you just measuring dietary changes or Where are you adding the. 128 00:23:30.870 --> 00:23:31.800 Terry Wahls: stimulation well. 129 00:23:31.920 --> 00:23:32.490 Terry Wahls: You know. 130 00:23:33.330 --> 00:23:47.400 Terry Wahls: We, the program was to do could they do everything that I did so there was diet, there was meditation those exercise electro stimulation and supplements very complicated. 131 00:23:48.480 --> 00:23:50.760 Terry Wahls: In severely criticized I might get. 132 00:23:51.750 --> 00:23:53.070 Terry Wahls: Really criticize because. 133 00:23:53.460 --> 00:23:56.850 Terry Wahls: Well, if it works, who knows what the mechanism is and i'm like. 134 00:23:57.330 --> 00:24:06.360 Terry Wahls: Who cares cares first, you have to show, can they do it, and do you heard them and does it work, then you could do follow up studies to figure out the mechanisms. 135 00:24:06.840 --> 00:24:25.800 Terry Wahls: Yes, so so get that first study, then we got some again it was a small small study funded by my friends and Canada, the next study again small pilot study now randomized and simplified so it's just a diet. 136 00:24:26.970 --> 00:24:34.320 Terry Wahls: And we did relapsing remitting folks we looked at fatigue, quality of life and motor function so again people could do it. 137 00:24:35.460 --> 00:24:43.110 Terry Wahls: Safe and less fatigue higher quality of life better motor function. 138 00:24:44.490 --> 00:24:46.440 Terry Wahls: Then we did a comparison of. 139 00:24:47.910 --> 00:24:55.800 Terry Wahls: The Paleo diet, the ketogenic diet to usual diet and again showing that people could do it, it was safe well tolerated. 140 00:24:57.540 --> 00:25:01.320 Terry Wahls: The next study, which is a study that you read. 141 00:25:02.490 --> 00:25:10.620 Terry Wahls: Looked at the low saturated fat diet, which is a swank diet and that was the only other diet that was out there for. 142 00:25:11.970 --> 00:25:14.730 Terry Wahls: people with MS and the modified Paleo diet. 143 00:25:16.320 --> 00:25:32.790 Terry Wahls: We had a 12 week observation phase where we looked at people's all of the measures over that baseline period that run in period to see if they were stable or not, and they were then we randomize them. 144 00:25:34.080 --> 00:25:38.280 Terry Wahls: To either the low saturated fat diet, or the modified Paleo diet. 145 00:25:39.480 --> 00:25:48.840 Terry Wahls: They came back at 12 weeks repeated all the measures and came back again in 12 weeks repeated all the measures, so we had 12 and 24 weeks worth of intervention. 146 00:25:50.640 --> 00:25:55.500 Terry Wahls: were able to show is both sides were associated with a significant reduction fatigue. 147 00:25:56.880 --> 00:25:59.040 Terry Wahls: And improvement in quality of life. 148 00:26:00.270 --> 00:26:15.660 Terry Wahls: was being and they're really pretty cool in at 12 weeks at 24 weeks walls had greater poverty reduction in some measures and higher quality of life than swank and some measures. 149 00:26:17.010 --> 00:26:18.090 Wade Lightheart: Now that's physical abuse. 150 00:26:18.120 --> 00:26:20.520 Wade Lightheart: that's the reduced fat the saturated. 151 00:26:20.550 --> 00:26:20.910 Right. 152 00:26:22.170 --> 00:26:26.610 Wade Lightheart: And why is it, why is that do you understand why that mechanism is. 153 00:26:26.790 --> 00:26:35.010 Terry Wahls: Well, so let's first think about what the two diets have that similar and what is different. 154 00:26:35.070 --> 00:26:36.330 Wade Lightheart: Uniform I love that pro. 155 00:26:36.390 --> 00:26:40.650 Terry Wahls: Okay, so what's similar we had. 156 00:26:41.790 --> 00:26:55.830 Terry Wahls: Increased fruits and vegetables in both walls had more fruits and vegetables and swag, but we also increase fruits and vegetables, compared to baseline in there was less sugar less hydrogenated fats. 157 00:26:57.120 --> 00:27:01.350 Terry Wahls: So less of those are harmful fats in both that. 158 00:27:02.580 --> 00:27:14.520 Terry Wahls: Now what is different yeah actually you're both walls and sway had a so the swank group had on average about 10 grams of saturated fat. 159 00:27:15.810 --> 00:27:26.130 Terry Wahls: The walls had on average 16 grams of saturated fat so both diets are relatively low in saturated fat swank being a little more so than the walls. 160 00:27:27.570 --> 00:27:47.790 Terry Wahls: The walls group had more fiber had more fermented foods, I had little more structure the vegetables more green green leafy vegetables more sulfur rich vegetables more deeply colored vegetables and probably a greater variety of fruits and vegetables and a greater variety of meats. 161 00:27:49.980 --> 00:27:59.010 Terry Wahls: What are the market as well, we were working on a grant that will get submitted tomorrow that's going to look at. 162 00:28:00.120 --> 00:28:15.090 Terry Wahls: Changes in the microbiome well between the running face, that is, the observation face in the diet intervention face, so we can see how that changes both the swank died in the walls night we'll get some biomarkers. 163 00:28:16.110 --> 00:28:22.980 Terry Wahls: In terms of the essential fatty acid metabolism and neural filaments a marker of. 164 00:28:24.990 --> 00:28:36.780 Terry Wahls: of brain cell damage in osteopontin a marker of metabolism and of inflammation and actually also. 165 00:28:37.980 --> 00:28:39.300 Terry Wahls: bone metabolism as well. 166 00:28:41.310 --> 00:28:52.650 Terry Wahls: And will correlate changes with dietary changes and changes with clinical outcomes as well, so we'll begin to tease out. 167 00:28:54.000 --> 00:29:05.220 Terry Wahls: what's the mechanism of diet that yo it diet is is a huge driver in changes in the microbiome so so my interpretation is. 168 00:29:07.650 --> 00:29:11.880 Terry Wahls: We ever genetic vulnerability, we have our existing microbiome. 169 00:29:13.380 --> 00:29:19.920 Terry Wahls: In the two of them interact to create more inflammation at the higher risk of autoimmunity and accelerated aging. 170 00:29:21.480 --> 00:29:28.530 Terry Wahls: You change your diet you fertilize and starve out different populations of the microbiome. 171 00:29:29.700 --> 00:29:42.480 Terry Wahls: And so, should I or I path deciding we starve out disease, promoting microbes fertilize health marine microbes who then as they eat up the food that we eat create. 172 00:29:43.800 --> 00:29:51.300 Terry Wahls: The these anti inflammation compounds that get into our bloodstream and have a favorable impact on our physiology. 173 00:29:52.350 --> 00:30:02.970 Wade Lightheart: You know it's interesting that you've discovered that because we've been in digestive health research, we have a partnership with birch University in Croatia and we develop. 174 00:30:03.900 --> 00:30:11.970 Wade Lightheart: A variety of probiotic agents in order to elicit the same effects, and we do all kinds of interesting tests we add vitamins to them, we give them. 175 00:30:12.270 --> 00:30:23.370 Wade Lightheart: Different types of food we blast them with EMF waves, sometimes we do we'd all kinds of things to do this research to see and we've come to the same conclusion that if you can. 176 00:30:23.940 --> 00:30:30.210 Wade Lightheart: feed the good guys and starve the bad guys we see positive progressive changes. 177 00:30:30.720 --> 00:30:38.460 Wade Lightheart: That enhance well being enhanced health or like vitality immune system response these type of things and it's really exciting. 178 00:30:38.880 --> 00:30:44.610 Wade Lightheart: That you've done this in a disease state because we're obviously we're in health promotion. 179 00:30:45.540 --> 00:30:54.000 Wade Lightheart: we've got a recent book called from sick to superhuman and our goal is to promote the individuals, the therapies, the research. 180 00:30:54.540 --> 00:31:06.210 Wade Lightheart: That it takes people who might have a diagnosis that says here's what it's going to be it's the end of the line for you it's going to be progressive degenerative you're going to take these toxic chemicals and drugs and whatever and then. 181 00:31:06.600 --> 00:31:25.140 Wade Lightheart: you're going to kind of waste away to say hey no, you know what there are other options that you can take and experienced a higher quality of life, at best, or worst and maybe even recover from your condition or or delay it's it's a you know its destructive nature. 182 00:31:25.620 --> 00:31:31.020 Terry Wahls: You know it my clinical practice in our clinical research week we talked a lot about. 183 00:31:32.220 --> 00:31:51.300 Terry Wahls: Maintaining your locus of control reflect on are you doing all that you can to have the best life today and in the future, and so I just think that is so important to remind people that you always have choices. 184 00:31:52.740 --> 00:31:59.700 Terry Wahls: That you know what i'm eating is a big choice, yet, so I can eat. 185 00:32:00.720 --> 00:32:06.660 Terry Wahls: food that is delicious and health, promoting work eat food that is delicious and disease, promoting. 186 00:32:10.860 --> 00:32:11.880 Wade Lightheart: it's very simple. 187 00:32:13.500 --> 00:32:25.080 Wade Lightheart: I want to talk about something that I think is really important, before we get into some more topics and you mentioned meditation and you, you mentioned. 188 00:32:25.920 --> 00:32:30.690 Wade Lightheart: kind of letting go of the future, in other words just dealing with things as they come up, which is. 189 00:32:31.110 --> 00:32:45.720 Wade Lightheart: kind of mindful Buddhist almost practice of being in the moment and seeing the moment unfold into that and not getting ahead of yourself or behind yourself What role do you think that played in maybe. 190 00:32:46.950 --> 00:33:03.300 Wade Lightheart: How you approach this discoveries that you made management of kind of you know, negative thinking or you know that sort of like how important was that do you think to your recovery or your your your discoveries. 191 00:33:03.630 --> 00:33:09.570 Terry Wahls: You know what else diagnosed my children are quite small five and eight. 192 00:33:10.680 --> 00:33:30.360 Terry Wahls: And at the time that I was diagnosed, I was still athletic still skiing biking and hiking with them, but very quickly, I cannot do that you know, I was having to reimagine parenting and as having to reimagine my life, each year, as more functions were being taken away. 193 00:33:31.410 --> 00:33:31.980 Terry Wahls: I. 194 00:33:32.040 --> 00:33:34.320 Wade Lightheart: Is what was that, like just. 195 00:33:34.470 --> 00:33:36.570 Wade Lightheart: From an emotional and psychological level. 196 00:33:37.980 --> 00:33:38.310 Terry Wahls: well. 197 00:33:40.470 --> 00:33:43.410 Terry Wahls: It was certainly incredibly challenging. 198 00:33:44.550 --> 00:33:45.030 Terry Wahls: i've. 199 00:33:46.110 --> 00:34:07.860 Terry Wahls: All my life I struggled with depression and, as a young person I had made the astute observation that for me if I was athletic my mood was much, much better I and so that drove me to get into biking hiking running. 200 00:34:08.940 --> 00:34:16.350 Terry Wahls: martial arts and then, as I was losing that it's like you know that was very, very tough. 201 00:34:17.610 --> 00:34:19.590 Terry Wahls: And thinking about. 202 00:34:23.040 --> 00:34:30.120 Terry Wahls: Is sort of very depressed out looking at okay how bad could this be was I going to be filtered Bob. 203 00:34:31.140 --> 00:34:35.190 Terry Wahls: Was I going to have cognitive issues and then. 204 00:34:36.480 --> 00:34:40.140 Terry Wahls: yeah you know within three years, you know, should I was wheelchair bound. 205 00:34:42.270 --> 00:34:46.170 Terry Wahls: In the average it's 15 years, so I was. 206 00:34:48.840 --> 00:34:51.090 Terry Wahls: extremely difficult. 207 00:34:52.830 --> 00:34:55.440 Terry Wahls: But I also fortunately. 208 00:34:56.550 --> 00:34:57.690 Terry Wahls: was impressed by. 209 00:34:58.740 --> 00:35:00.300 Terry Wahls: Victor frankel's book that. 210 00:35:01.380 --> 00:35:10.110 Terry Wahls: Between every event in your life and your response to it there's a space in that space, you can make a choice and it's the choice that defines your character. 211 00:35:12.720 --> 00:35:22.440 Terry Wahls: And so my choice was Okay, you have two young kids who are watching what you're doing and my choice to give up. 212 00:35:23.580 --> 00:35:31.680 Terry Wahls: And succumb to my depression and the dark thoughts that I had would be modeling on life is tough you you give up. 213 00:35:32.760 --> 00:35:37.170 Terry Wahls: Or, I could make the choice of i'm going to do all that I can. 214 00:35:38.280 --> 00:35:47.820 Terry Wahls: In which was, I want to keep working out whatever my limited workout is going to be every day i'll keep going to work in they're going to have to have chores. 215 00:35:49.050 --> 00:36:06.660 Terry Wahls: You know I grew up on a farm I understood that chores were really very beneficial for children and young people growing up, and so my wife right said, your kids will have to have chores and, of course, as I became more disabled like it yep they have chores and they have. 216 00:36:08.640 --> 00:36:13.680 Terry Wahls: It really is real work that needed to happen, I and so. 217 00:36:14.940 --> 00:36:22.980 Terry Wahls: that's sort of would chuckle like Okay, I guess, God heard me and I said, my kids need to have chores and saw to it that they were going to have chores. 218 00:36:25.020 --> 00:36:31.260 Wade Lightheart: Viktor frankl has impacted so many people in the book man's search for meaning I think it's. 219 00:36:31.650 --> 00:36:32.700 Terry Wahls: Really striking found. 220 00:36:33.270 --> 00:36:44.340 Wade Lightheart: I want to extend one other piece to this because, to your partner and i'm sure you had plenty of candid discussions inside of that what was like that for you and what was your best. 221 00:36:45.660 --> 00:36:46.830 Wade Lightheart: Observation of what that. 222 00:36:46.830 --> 00:36:47.940 Wade Lightheart: was her. 223 00:36:49.170 --> 00:36:50.640 Terry Wahls: Well, I remember. 224 00:36:52.710 --> 00:37:11.310 Terry Wahls: She worked really hard at getting me to get to go out and do things so she loves mountain biking and took me in my wheelchair out to the park set set me up under the tree well she what mountain biking so. 225 00:37:12.900 --> 00:37:22.860 Terry Wahls: much bigger deal for her, and then it came back and helps me walk down to the water's edge and. 226 00:37:24.090 --> 00:37:25.140 Terry Wahls: got in the water, but. 227 00:37:27.720 --> 00:37:39.000 Terry Wahls: You know, a wonderful commitment just another example, all that she had done for me and then, when she was out mountain biking in the winter. 228 00:37:40.620 --> 00:37:42.690 Terry Wahls: She broke her ankle. 229 00:37:43.800 --> 00:37:46.020 Terry Wahls: It would have to have so. 230 00:37:47.940 --> 00:37:52.110 Terry Wahls: After our two kids were going off to Sweden. 231 00:37:53.280 --> 00:38:05.310 Terry Wahls: For a week to be with friends, so we sent sent them off we showed them that you know jack and I would be fine jack header surgery to have her ankle set and the pins set. 232 00:38:06.390 --> 00:38:06.990 Terry Wahls: And i'm. 233 00:38:08.100 --> 00:38:11.940 Terry Wahls: taking care of jack getting her her pain pills. 234 00:38:12.960 --> 00:38:15.150 Terry Wahls: And our friends were bringing over. 235 00:38:16.170 --> 00:38:23.040 Terry Wahls: takeout for us so so we could eat and the week that we had planned to have off with each other. 236 00:38:24.210 --> 00:38:30.540 Terry Wahls: While the kids were in Sweden, of course, was quite different was giving her pain pills were watching. 237 00:38:32.010 --> 00:38:33.660 Terry Wahls: netflix movies. 238 00:38:35.100 --> 00:38:39.810 Terry Wahls: And I just felt immensely grateful that I could finally be taking care of her. 239 00:38:41.790 --> 00:38:42.600 Wade Lightheart: You know. 240 00:38:44.190 --> 00:38:57.120 Wade Lightheart: One of the things that i've noticed, I went through a tragedy at an early age, my sister was diagnosed with hodgkin's disease and progressively until she died at age 22 she was four years, my senior and the striking. 241 00:38:59.070 --> 00:39:10.410 Wade Lightheart: component of being subjected to a serious medical condition and all of its dire consequences and everything that kind of disrupts the natural flow of life. 242 00:39:11.040 --> 00:39:27.480 Wade Lightheart: There is this other side of it, where you see the outpouring of love and connection and humanity and kind of the noble aspects that inspire all of us to you know it's. 243 00:39:27.930 --> 00:39:37.860 Wade Lightheart: I call it the sublime or to see that there are other energies or forces beyond our intellect that have that define what it is to be a human. 244 00:39:38.940 --> 00:39:47.070 Wade Lightheart: And there's these beautiful little moments, whether that's in the patient rooms, or maybe with a nurse or a doctor. 245 00:39:47.490 --> 00:39:56.460 Wade Lightheart: or a loved one or a friend, where they going above and beyond in the care of either the extended family or with the individual and. 246 00:39:57.420 --> 00:40:16.620 Wade Lightheart: it's if you've been in that situation it's hard to describe it's transcendent because you just see pure kindness and pure love and concern for other people and it's it's inspired me in my own life to continue to advocate you know. 247 00:40:18.030 --> 00:40:26.130 Wade Lightheart: Then commit to helping other people live a healthier and better life, because I saw the impact that well your health isn't a guarantee and your life isn't a guarantee at a very early age. 248 00:40:27.330 --> 00:40:31.500 Wade Lightheart: How has this situation with yourself. 249 00:40:32.520 --> 00:40:35.790 Wade Lightheart: Inspired you your research and what. 250 00:40:35.820 --> 00:40:46.050 Wade Lightheart: We see happen as a way of you know, providing hope and opportunity for more of those moments for other people. 251 00:40:46.800 --> 00:40:56.550 Terry Wahls: You know, when I had my remarkable recovery my chair of medicine at the university called me and told me first to get a case report written up. 252 00:40:57.720 --> 00:41:03.060 Terry Wahls: In like on myself so yeah yeah this is your job, your assignment for the years right I got that done. 253 00:41:04.260 --> 00:41:12.360 Terry Wahls: Then, my got that published he called me back and say okay Now I want you to safety and feasibility study testing out this Protocol. 254 00:41:13.590 --> 00:41:24.360 Terry Wahls: You know there's and I said well that's not the research that I do it goes i'll get you the mentors that's your assignment and that's what you'll do so I saluted that Okay, Sir, and. 255 00:41:25.410 --> 00:41:41.550 Terry Wahls: Then, as people at the university some books were intensely critical, but what I was doing I in as I published my research and published my book, and my Ted talk I got all sorts of hate mail immense criticism. 256 00:41:42.810 --> 00:41:46.110 Terry Wahls: And so I do these interviews had say well. 257 00:41:47.400 --> 00:41:58.350 Terry Wahls: You know, obviously, obviously I want you to do what you think is ethically right, but I will tell you that I remember what it's like to be disabled. 258 00:41:59.700 --> 00:42:17.160 Terry Wahls: And that I need to tell people what my story was and the research that i'm doing, and they can decide how comfortable, they are with eating more vegetables meditating exercising asking for physical therapy in work with your medical team. 259 00:42:18.810 --> 00:42:21.300 Terry Wahls: And i'll keep putting that information out there. 260 00:42:22.320 --> 00:42:34.020 Terry Wahls: And so many times, I was you know ripped to shreds called unprofessional in dangerous in worse, and I would just call me set you know. 261 00:42:34.470 --> 00:42:45.930 Terry Wahls: Absolutely do what you think is ethically right, and I am i'll be to do what I think is ethically right absolutely I will disclose my conflicts of interest, I will disclose. 262 00:42:46.650 --> 00:42:59.670 Terry Wahls: Where the researcher that a caution people to work with they're treating physicians and they can decide how dangerous vegetables are how dangerous meditation is it how dangerous exercises for that. 263 00:43:01.290 --> 00:43:11.010 Terry Wahls: I just call me state those things, and then you know people would have their intense reaction like yo ever wonder I just saying like. 264 00:43:11.520 --> 00:43:27.180 Terry Wahls: Well, and how would you feel if I came started saying I could do all these things to treat rheumatoid arthritis and say, well, if that got my rheumatoid arthritis patients eat more vegetables to meditate exercise, I would say hello yeah. 265 00:43:30.330 --> 00:43:33.150 Wade Lightheart: i'm gonna ask I just a big thing because we're living in. 266 00:43:34.380 --> 00:43:46.020 Wade Lightheart: An interesting time right now, and there is a significant condemnation of certain narratives around medical and i've been following. 267 00:43:47.370 --> 00:43:51.810 Wade Lightheart: The weinstein's I don't know if you know who they are their evolutionary biologists. 268 00:43:52.380 --> 00:43:59.310 Wade Lightheart: That were essentially kicked out of evergreen university and ended up starting their own podcast because they were willing to challenge. 269 00:43:59.790 --> 00:44:05.370 Wade Lightheart: Some of the negative criticism that was directed towards the research and and heather and. 270 00:44:06.210 --> 00:44:13.620 Wade Lightheart: And Brett the husband and wife team they go through the science currently with the pandemic that we're dealing with today. 271 00:44:14.070 --> 00:44:24.930 Wade Lightheart: And they take it apart like reasonable rational scientists with skepticism and scientific method night as a non scientist person or I don't have a medical background. 272 00:44:25.260 --> 00:44:38.310 Wade Lightheart: I find it very refreshing to be able to kind of borrow on their intellectual acumen and they're structured thinking to go through this, and they also have received extreme levels of criticism. 273 00:44:38.790 --> 00:44:58.230 Wade Lightheart: And i've interviewed a number of doctors, who have made breakthrough discoveries we've had them on the podcast and variety of conditions and they to get subjected, particularly to very vicious attacks from their peers, why is that do you think is something threatening about it or. 274 00:44:58.950 --> 00:44:59.550 Terry Wahls: Explain. 275 00:44:59.610 --> 00:45:00.750 Terry Wahls: The biology of what. 276 00:45:00.810 --> 00:45:05.880 Terry Wahls: That happens i'm going to invite you to reflect pretty carefully we'll talk about this. 277 00:45:07.560 --> 00:45:09.240 Terry Wahls: sensory input, as it comes up. 278 00:45:10.860 --> 00:45:30.900 Terry Wahls: to buy spinal cord and brain is an overwhelming by him of information so at various points, the amount of information that gets through keeps getting cut down to smaller and smaller amounts so that my vision my hearing my sensory my sense of space. 279 00:45:32.100 --> 00:45:41.040 Terry Wahls: Is a tiny fraction less than half a percent of what's coming in and that and as infants, we learn to do that, so we can. 280 00:45:42.180 --> 00:45:56.880 Terry Wahls: cope, we can feed ourselves interact with the world on on just a tiny amount of information in we learn to do that in our social constructs first in our family unit in our expanded. 281 00:45:57.990 --> 00:46:03.930 Terry Wahls: universe of friends colleagues in our educational life and then in our work life. 282 00:46:05.070 --> 00:46:16.470 Terry Wahls: And so we we learned to interact with a tiny amount of information for my relationship with my my spouse my kids my family. 283 00:46:17.580 --> 00:46:32.670 Terry Wahls: I, and so is information that comes in that doesn't conform to my understanding of the world, it doesn't get to my cortex it doesn't get to my higher and say it's been pruned out and then what apply does get to my cortex I ignore it. 284 00:46:33.960 --> 00:46:36.240 Terry Wahls: Because it doesn't it doesn't match my to save the world. 285 00:46:37.470 --> 00:46:40.380 Terry Wahls: And then I may ridicule it I may push back. 286 00:46:41.490 --> 00:46:50.520 Terry Wahls: And then occasionally there's enough information that I realize maybe I need to change my understanding of the world. 287 00:46:51.990 --> 00:47:03.870 Terry Wahls: And we will do that with minus eight of my best friend my spouse my kids my work environments my professional environment until mindset of the world is somehow shatter. 288 00:47:05.610 --> 00:47:25.950 Terry Wahls: So of course our anyone who is an innovator, who thinks of something really new and different is going to face that kind of resistance, the innovators, in order to be successful, have to be okay with being ridiculed rejected potentially burned at the stake mm hmm. 289 00:47:27.330 --> 00:47:31.110 Terry Wahls: And you know part of the reason that I think i've been successful. 290 00:47:32.130 --> 00:47:54.930 Terry Wahls: And wanting to hang in here with this is that I had this internal moral obligation, because my own experience, the other reason that i'm successful is i'm a lesbian, and so I had to as part of my evolution as a emotional adult is it to let go of societal expectations of May I finally. 291 00:47:56.190 --> 00:48:02.550 Terry Wahls: Let all of that roll off my back and became comfortable with who, I am in my family structure. 292 00:48:03.750 --> 00:48:12.090 Terry Wahls: In being able to eventually get comfortable with that I think has made it easy for me to let the criticism that i've gotten. 293 00:48:12.960 --> 00:48:25.050 Terry Wahls: and probably another thing that's helpful is I am sort of clueless My family has found it far more stressful for the amount of criticism i've gotten over the years that I have because I just. 294 00:48:26.640 --> 00:48:27.690 Terry Wahls: focused on. 295 00:48:27.810 --> 00:48:28.590 My. 296 00:48:30.780 --> 00:48:36.060 Terry Wahls: You know my work my family what i'm doing and i'm oblivious to the world. 297 00:48:38.580 --> 00:48:46.590 Terry Wahls: And so i've i've learned to pay more attention to the world professionally but i'm still more oblivious than many of my colleagues. 298 00:48:49.200 --> 00:48:55.590 Wade Lightheart: it's a very important distinction, I think, for people to understand that. 299 00:48:57.120 --> 00:49:00.180 Wade Lightheart: Much of our world, I think it was. 300 00:49:02.970 --> 00:49:05.070 Wade Lightheart: reminded Maharishi that says. 301 00:49:06.180 --> 00:49:10.170 Wade Lightheart: there's no sense of being upset of the world, because the world he perceived doesn't actually exist. 302 00:49:13.980 --> 00:49:14.280 Wade Lightheart: enough. 303 00:49:14.640 --> 00:49:25.380 Wade Lightheart: That you brought this up is on Sunday, I was at my meditation Center and the monk was giving a discussion about the. 304 00:49:25.890 --> 00:49:30.360 Wade Lightheart: amount of information that's coming into our nervous system and how much is if it's actually filtered out. 305 00:49:30.930 --> 00:49:45.150 Wade Lightheart: And the component of meditation is to increase in open up one's awareness, to increase the opportunity for us to expand our consciousness or awareness into other areas, yet we live in a world today. 306 00:49:46.230 --> 00:49:59.400 Wade Lightheart: Which is fascinating because we've never had more information coming through to us yet specialization has increased as society. 307 00:50:00.300 --> 00:50:10.500 Wade Lightheart: improves and technological innovation so, for example, 100 years ago I needed to know how to chop wood and I needed to know how to farm and I needed to know how to maybe. 308 00:50:11.490 --> 00:50:23.910 Wade Lightheart: Properly hunt or clean animals and how to fix my house and it was a very more rural setting and today, you can have a job in in an urban area let's say as a cashier. 309 00:50:24.570 --> 00:50:30.750 Wade Lightheart: And you literally don't have to know anything other than how to punch numbers into the code and what's up and so. 310 00:50:31.170 --> 00:50:39.210 Wade Lightheart: The the interesting component as we've developed so much technologically we in and we get so much more information there's almost like. 311 00:50:39.630 --> 00:50:57.990 Wade Lightheart: As a response there's a drilling down to narrowness do you think that is something that needs to be identified in the medical community or do you think there's a way that we can cultivate innovation in geniuses in a way that doesn't. 312 00:50:59.130 --> 00:51:03.360 Wade Lightheart: draw the ire of people who are performing functions within that field. 313 00:51:04.590 --> 00:51:05.310 Terry Wahls: I think. 314 00:51:06.510 --> 00:51:17.370 Terry Wahls: Anyone who's truly innovative is going to draw the ire because it's very uncomfortable to have to abandon my constructs of how I understand the world. 315 00:51:18.450 --> 00:51:34.950 Terry Wahls: None of us want to do that I don't want to do that, you don't want to do that, we won't easily do that, so I don't think it's possible to have innovation that without facing ridicule and rejection at first and then either your ideas pan out. 316 00:51:36.240 --> 00:51:37.740 Terry Wahls: Or the suppressed. 317 00:51:39.690 --> 00:51:46.530 Terry Wahls: And so you keep doing the experiments, I have. 318 00:51:48.420 --> 00:52:01.260 Terry Wahls: A unique story, you know it actually the university's sort of commented on this, because most of my research has been funded by philanthropic gifts. 319 00:52:02.730 --> 00:52:05.640 Terry Wahls: From people whose lives, I have touched. 320 00:52:06.660 --> 00:52:14.370 Terry Wahls: Who then afterwards, who happen to have money, and so you know I believe what you're doing a turtle like to support your research. 321 00:52:15.990 --> 00:52:34.260 Terry Wahls: And so here's a gift for your next project, and so the second time that happened, but we got a six figure donation to my research lab the dean of the College called me and I had a meeting I thought your God yo who have I pissed off now. 322 00:52:36.990 --> 00:52:37.380 Wade Lightheart: Of course. 323 00:52:37.410 --> 00:52:38.430 Terry Wahls: And it was like. 324 00:52:39.870 --> 00:52:43.620 Terry Wahls: This has never happened at the University of iowa So what are you doing. 325 00:52:45.030 --> 00:52:59.850 Terry Wahls: And you know we continue to have some remarkable philanthropic support, which is a that has allowed me to invest it to do some really interesting and small projects and now we'll be doing this much larger project. 326 00:53:01.770 --> 00:53:02.730 Terry Wahls: Because. 327 00:53:04.080 --> 00:53:25.110 Terry Wahls: i've made a diff I have a protocol that has had some dramatic impact on people who have resources, then, to come back to me in my lab say you know what we like what you do a talk to us about some ideas and we think we'd like to give you another larger gift. 328 00:53:27.090 --> 00:53:28.050 Terry Wahls: And so. 329 00:53:29.100 --> 00:53:46.470 Terry Wahls: That allows me in some ways to be vastly more innovative than folks who have to write grants that have to convince their peers have a newly innovative idea who can't accept new big innovations, they can accept small incremental. 330 00:53:47.490 --> 00:53:48.630 Terry Wahls: Partial ovations. 331 00:53:49.290 --> 00:53:51.030 Terry Wahls: You know and and what i've done. 332 00:53:51.960 --> 00:54:07.050 Terry Wahls: With my multi multi modal studies was a huge big innovation that was completely utterly rejected by all the NIH folks in 2010 when we're writing those grants. 333 00:54:08.370 --> 00:54:15.960 Terry Wahls: But now you're in 2011 these multimodal studies are being done, and our work has been cited. 334 00:54:17.100 --> 00:54:17.550 Terry Wahls: Beautiful. 335 00:54:18.000 --> 00:54:30.570 Wade Lightheart: I was also listening to Eric weinstein that's brett's brother he runs a podcast called dark horses and advanced physicist a super genius and he was sharing how. 336 00:54:31.200 --> 00:54:45.240 Wade Lightheart: Many of the current research grant organizations are stifling a lot of the development of science and what he felt that there was between him and his brother and a sister they had three. 337 00:54:47.220 --> 00:54:57.330 Wade Lightheart: Human human transformational discoveries that was essentially being suppressed, and he says, well, if you do the math of how many other researchers that could be. 338 00:54:57.690 --> 00:55:04.080 Wade Lightheart: Situated in this, I think a lot of people and, and this is what I love about alternative funding. 339 00:55:04.560 --> 00:55:14.610 Wade Lightheart: That the NIH over the last 30 years I think has given out somewhere around $3 trillion in research grants, but they develop they define what gets. 340 00:55:15.360 --> 00:55:23.940 Wade Lightheart: What gets accepted and what doesn't but now there's these other funding options that you kind of illustrated with yourself that are allowing researchers to maybe go outside of. 341 00:55:24.330 --> 00:55:34.890 Wade Lightheart: The normal parameters using science, but to kind of create exponential growth, do you see that as the future for research that you're doing or expanding teachers in the field. 342 00:55:35.040 --> 00:55:38.190 Terry Wahls: So, so I think that peer review. 343 00:55:39.270 --> 00:55:41.550 Terry Wahls: incremental approach has certainly. 344 00:55:42.780 --> 00:55:48.180 Terry Wahls: hugely deepen understanding of physiology in very wonderful ways. 345 00:55:51.030 --> 00:56:11.820 Terry Wahls: The ability to do what i'm doing his also ultra understanding in really profound ways I in that as been on the basis of this philanthropic gifts because we've made an impact on the lives of people have to have a lot of money. 346 00:56:13.560 --> 00:56:28.710 Terry Wahls: And you know when i'm in these meetings with my other scientific colleagues who are doing dietary research in there right yeah i'm writing grants, along with them and sore they were talking about the issued struggles to get through to peer reviews. 347 00:56:29.940 --> 00:56:33.210 Terry Wahls: To do the innovative work I and. 348 00:56:34.470 --> 00:56:43.680 Terry Wahls: When I reflect on what i'm going to be able to launch into next because i've had i'm so blessed to have this philanthropic support. 349 00:56:46.800 --> 00:56:53.910 Terry Wahls: And I think the bigger breakthroughs will come through from folks who have access to philanthropic support. 350 00:56:54.630 --> 00:56:57.420 Wade Lightheart: know, can you talk about what's coming down the pipe for. 351 00:56:57.450 --> 00:56:57.870 yeah. 352 00:56:59.370 --> 00:57:00.000 Terry Wahls: it's very exciting. 353 00:57:01.200 --> 00:57:12.660 Terry Wahls: So again, this is from a grateful patient who really believes in what we're doing we're going to enroll people. 354 00:57:13.680 --> 00:57:32.370 Terry Wahls: with multiple sclerosis relapse remitting who want to do a dietary approach they'll need to be agreed to be randomized between a ketogenic diet, a modified Paleo diet and dietary guidelines will give them support. 355 00:57:33.750 --> 00:57:43.860 Terry Wahls: over that time period, we will follow them over two years we will be measuring did they actually implement the diet. 356 00:57:44.310 --> 00:58:00.450 Terry Wahls: What what are they eating so will will know about dietary adherence we will know about clinical outcomes in terms of walking function vision function hand function will understand patient reported outcomes in terms of mood. 357 00:58:03.570 --> 00:58:11.610 Terry Wahls: Processing speed or memory fatigue, quality of life, we will have biomarkers as well. 358 00:58:13.200 --> 00:58:13.740 Terry Wahls: and 359 00:58:15.930 --> 00:58:34.380 Terry Wahls: This will be the first time that will have had a study of this size for two years, that will be able to look at changes in clinical outcomes changes in biomarkers whilst be looking at myelination along the way. 360 00:58:35.610 --> 00:58:36.180 Terry Wahls: as well. 361 00:58:37.680 --> 00:58:46.350 Terry Wahls: And we're will be freezing microbiome specimens will be freezing blood specimens so at the end. 362 00:58:47.400 --> 00:58:55.200 Terry Wahls: We will ask bill to write another grant to go back and say let's look at the molecular mechanisms of what is going on and why. 363 00:58:56.250 --> 00:58:59.820 Terry Wahls: So this will be absolutely transformational. 364 00:59:01.440 --> 00:59:05.910 Terry Wahls: A smaller study that may be even more transformational in some ways. 365 00:59:05.910 --> 00:59:08.640 Terry Wahls: Ways it may be looking at an. 366 00:59:10.380 --> 00:59:21.510 Terry Wahls: An online course that we've created that teaches people through virtual technology such as this, how to improve diet. 367 00:59:22.770 --> 00:59:24.600 Terry Wahls: Stress reduction and exercise. 368 00:59:25.620 --> 00:59:30.060 Terry Wahls: In these supplemental non diet not exercise things that you can be doing. 369 00:59:31.710 --> 00:59:44.310 Terry Wahls: And we'll see that impact on MS patients with we're so that cities approved, we are talking now with our cancer Center and. 370 00:59:45.600 --> 00:59:57.690 Terry Wahls: We anticipate having it studied in cancer we're also talking to rheumatology folks and saying this in rheumatology patients as well, so if we can show anticipate that will we will build a show. 371 00:59:58.170 --> 01:00:10.590 Terry Wahls: That we can teach these concepts online and have improvement in dietary intake improvement in patient reported outcomes Now this is. 372 01:00:12.120 --> 01:00:13.020 Terry Wahls: The sky's the limit. 373 01:00:14.550 --> 01:00:19.170 Terry Wahls: We can transform more lives, this can be. 374 01:00:22.050 --> 01:00:26.130 Terry Wahls: expanded its it has no limits. 375 01:00:27.180 --> 01:00:34.080 Wade Lightheart: You know, this is one of the beauty beautiful things about the Internet and the distribution of information is once. 376 01:00:35.190 --> 01:00:45.750 Wade Lightheart: A demonstrated will protocol breakthrough can be developed, you can share that with a wide variety of people who might not have both the medical. 377 01:00:45.750 --> 01:00:54.000 Wade Lightheart: Or you know the or the even the knowledge of that by you know hey they find out about it, they can experiment they take it to their professional medical science said hey i'd like to. 378 01:00:54.570 --> 01:00:58.920 Wade Lightheart: i'd like to experiment with this on our own, on my own Is that what you anticipate happening. 379 01:00:59.310 --> 01:01:03.930 Terry Wahls: Well, what we certainly anticipate is that this makes it so much more available to. 380 01:01:04.950 --> 01:01:12.090 Terry Wahls: Rural communities to small small communities that don't have access to professionals that could. 381 01:01:13.050 --> 01:01:35.760 Terry Wahls: say a dietitian or to those populations, for whom tra
On this week's episode of Inside Outside Innovation, we sit down with Todd Embley, Senior Startup Advocate for Agora. Todd and I talk about the new technologies and trends from no-code tools to embedded audio and video platforms, that affect how we see, hear, and interact with each other. We also explore how companies are tapping into startups and startup ecosystems to enable founders to build and impact the world more effectively. Let's get started. Inside Outside Innovation as the podcast to help new innovators navigate what's next. I'm your host Brian Ardinger, founder of InsideOutside.IO. Each week. We'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started. Interview Transcript with Todd Embley, Senior Startup Advocate for AgoraBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger, and as always, we have another amazing guest. Today, we have Todd Embley. He is a Senior Startup Advocate for Agora and a formerly with China Accelerator. So welcome to the show, Todd, Todd Embley: Thank you, Brian. It's good to be here. Brian Ardinger: I'm excited to have you because we've met a while back early in my startup days when I was running NMotion. You were in China. And we met at some global accelerator network conference. I think it was in San Diego, perhaps. So, you spent a lot of time in Asia, as I did. And recently moved back to the states, working for a interesting company called Agora. We had a chance to run into each other again in Lincoln. Todd Embley: Yeah. Thanks very much. I actually did come back from China and moved to the U.S. but now I'm back in Canada. I am Canadian and I'm living in Western Canada. Brian Ardinger: I wanted to start the conversation with the most recent company that you're with is a company called Agora. It's an interesting company for a couple different reasons. And it's a real-time engagement platform that a lot of popular companies are using to build on top of like Run the World, which is something that we've used for our IO Conferences and that. And some of our IO Live events. I think you guys provide like the SDKs and the building blocks to enable these types of startups to build off of. So, I I'd love to get your take, not on just Agora, but you've got an interesting role there as a Startup Advocate. So, what is a Startup Advocate? Todd Embley: It's a great role, for those of us who aren't necessarily adept at selling. And we fall under marketing. And the role is really, if I were to compartmentalize everything that we're about and our ethos and thesis. Is go out into startup land and be as helpful as possible. Try to integrate. You know, we sponsor. I run workshops. I meet with lots and lots of entrepreneurs all the time, and we're just out there trying to be as helpful as possible. And the great thing that the company and the founders and senior leadership have all gotten behind is just be out and be as helpful as possible. And wear the t-shirt while you're doing it. That's almost the be all and end of it. And for those that are really interested in what Agora is and what Agora does, then we can get into that. But essentially, we're not trying to put it in front of everybody and not trying to blast everybody with, with Agora specifically. The team is comprised of people who have been entrepreneurs, been in startups, been in VC, run accelerators. And who have just a lot of empathy for startups and that's kind of where it begins and ends. Brian Ardinger: We see a couple of different companies use this approach of startup advocate type of program to help build their business. Walk me through like, what are the benefits and the reasons why a corporation would want to put together some type of program around this.Todd Embley: You know, I think AWS and what they've been doing for as long as they've been doing it are kind of the benchmark. And they were, I would say the pioneers, at least the most famous pioneers of running programs like this. Our senior leadership had an opportunity in China to talk to the heads of AWS Activate in China.And they divulged some interesting statistics, which I think were the precipice of Agora wanting to build their own startup team as well. And that was that after 15 years of them having a program, they will now attribute up to 65% of AWS revenues today to the activities, you know, over the last 15 years, of their startup program.And what we're trying to do is invest in our future huge customers. Knowing that the world's next billionaire companies, trillion-dollar companies. The unicorns of the future are still just startups today. And if we want to align ourselves correctly with what it takes to build a startup and how hard it is, let's maybe try to get out of their way at the early stages while they're trying to cross the early chasms of, you know, and the difficulties of what it takes. So, from a revenue perspective or from a cost perspective, let's give our stuff for free. You know, until you, their revenue. You can't get blood from a stone. So, while they're still searching for product market fit and revenue, let's let them use our software for free until such time as they are then finding product market fit and then able to start generating revenue. And only at that time, should we then start to talk to them about actually paying for the service? Brian Ardinger: That makes sense. And obviously it seems to be working. I think I read on your website, you've got over 50 billion minutes of engagement on the platform. Probably going up as we speak. I don't know if you can speak to any specific use cases or specifically what you do when it comes to helping these companies get up and off the ground. Todd Embley: Sure. As you alluded to, there are some famous companies that have been using us, especially in the real-time audio space. There are a few NDAs in place. So, you could mention who those companies are. And by all means it's pretty widely known. I necessarily can't speak directly to who some of those more famous ones are. But the nuts and bolts of the program essentially boils down to free minutes. So, my Director, Tony Blank. He and another friend of ours, Paul Ford, used to do this at SendGrid. And that's where they were a big supporter of the Global Accelerator Network where you and I met in the beginning and then the Twilio acquisition of SendGrid. So, he was there. And they were doing a great job as well. And leading on some of the data from their experience there, or Tony's experience there, and then understanding our business and the data that we had over the years that Agora has been thriving. We positioned the amount of minutes at 1 million, we figured 1 million minutes of Agora should be enough for most companies to achieve product market fit and revenue.If you haven't achieved product market fit and revenue, after using a million minutes of Agora, you may have some underlying other issues that are getting in the way of that. But we really feel that upwards of 80%, even 90% of companies who do achieve and use up the million free minutes, should be at a position of having raised money and are revenue positive.At which time we feel comfortable to say, okay, though, now we do have to, for our business purposes, need to, to work on something and we'll hand them over to sales in a gentle way and work on getting them some discounts and start forecasting future usage and things like that. But those are the nuts and bolts.In our world of real-time video, real-time audio, just the real-time engagement aspect of it. There are certain verticals that are really taking off. I think health is obviously a big one where you have doctors and patients or therapists and their clients. We're seeing a lot in fitness, so for coaches training. Doing big group classes. Education is probably our biggest. I think that's a pretty obvious use case of doing real time lessons with teachers and things. But we're also seeing a lot of activity in the area of gaming where people want talk to each other. They want to be on video with each other while playing games together. Live performances and experiences around online virtual concerts or comedy shows or things like that as well. There's a lot of added context that you can get from engaging in real time, over video. That you couldn't get at an actual conference.You know, there are solutions coming around blending those where you might be at the concert, but you'll also have on your phone different camera angles that are available to a viewer. And you can get other contextual information that is happening plus chats with other people at the concert or something like that.And then, you know, a lot of multi-verse. A lot of VR stuff. I mean, I had a conversation with a startup out of New Zealand who was working in the overcoming therapy space, where if you had a phobia of dogs, you know, a psychologist would work with their client, and they would go to a kennel and slowly start to integrate and learn how to overcome. But now we can do that in a VR environment, but overlay a lot of very interesting artificial intelligence, facial recognition. Stuff like that to really be able to measure the things that are almost imperceptible to the human eye, to understand like the dilation of their pupils when faced with a small dog versus a big dog or different breeds or something, just giving a lot more contextual information to help a psychologist really work with their client to overcome a phobia. So, it's fascinating to work with the startups because they are thinking of use cases that we even within Agora can't think of. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn. Brian Ardinger: Well, and that's an interesting thing because the platform itself is really robust. You can do video calls and voice calls and interactive live streaming and real-time messaging and white boarding. And like you said, the toolkits are there. And I think this fits into one of those trends that we've been talking about, where it's never been easier for a startup founder to find the tools they need. They don't necessarily have to build everything from scratch nowadays. They can find partners and no code, low code tools and things like that to get up and going and testing the marketplace a lot easier than ever before. And get to those use case scenarios that a platform tool provider may not have thought of originally. I'm curious to get your take on some of this accessibility to tools that founders didn't have maybe, you know, 10 years ago when we started in this business. Todd Embley: Yeah, it's amazing. I think back to, I used to be with SOSV was the fund, and we were doing kind of an internal conference for all of our portfolio, all of our mentor network. Everybody that had ever been involved with us, including investors in Agora or LPs. And we had a guy named Dave McClure come and speak. And somebody had asked him is your eight-year-old daughter learning how to code. And he said, let me rephrase that. I think what you're asking me is do I think that it is important for very young people to learn how to code and essentially that's what you're looking for. And he said, you know, coding is like learning any other language, you know, in the development of the brain and how that enables young people to really grow. But it is in his opinion, he said it is just kind of a commodity. He said coding is probably going to become a commodity. And we've seen that in the low-code no-code explosion.And then he thought, you know, design would probably not be that far behind. I mean, there probably will be a day in the future where our phones will know everything they need to know about us, where you won't have to necessarily code or design the UI UX CX, of how an app works and feels. Because it can just deploy to our phone and our phone can tell the app how to develop itself as it lands on our home screen, in the way that we prefer it to be from colors to where the settings are or where our profile lives.And we can navigate that so intuitively. It has been absolutely amazing. And I think, you know, as we go, we've launched our app builder where pretty much anybody, even without any coding experience can go on and within 20 minutes create a video conferencing tool that they can use for their family reunion. You know, that is super easy. So yeah, it's been amazing. Brian Ardinger: It is kind of crazy to think what are the uses. I'd imagine obviously COVID has changed the dynamic landscape for you guys, especially. And so maybe let's talk a little bit about that. Some of the trends you're seeing with the move to more remote and more virtual environments. Todd Embley: Anybody who just watches the stock price of Zoom over the last couple of years would understand exactly where this industry has gone, but then factors like the quote unquote Zoom fatigue. And now we're seeing people that want to have more control over the layout and the design and the backgrounds and the information and the chats and emojis and music and all these other things that you can build into it. Because you know, now for instance, all our conferences went virtual, right? So we are now having to figure out how did you run a web summit or you know, like an East Meets West, that Blue Start-ups does in Hawaii or something. How do we now do this online and create a really great experience where everybody can still try to achieve those same outcomes for why they attended in the first place. It's been a pretty amazing growth that has really kind of pushed the boundaries.The work from home, I think has been the biggest thing where everybody's now at home. So, there's working with colleagues. There is collection of data. There is monitoring output and outcomes. And, you know, as a department or as a salesperson or marketing has changed. How do we do now market to people who aren't leaving their homes anymore that has now all changed.It's been such a game changer just in the future of work. I wouldn't say it necessarily changed course, but COVID has absolutely accelerated what we were already starting to think it would be. You know, it's done some damage to the world of coworking spaces, right. Or in-person accelerators or incubators. It's changed how we, even as a startup team go out and find partners and find startups to introduce them to Agora. So, it's had a tremendous impact. Brian Ardinger: You spent a lot of time ecosystem building for lack of a better term. You know, you go to different communities and see what the landscape is in the startup world. And then again, try to help founders navigate that. So, what are you seeing when you travel around to different startup communities and that. What's maybe different than it was five or six years ago? Todd Embley: There's a lot of factors. Entrepreneurship and startup land, as we know it, just even in the last 20 years, let's say since the .com boom and bust. And then, you know, Paul Graham kind of the Godfather of the accelerator starts Y Combinator in 2005. And so, the way investors started investing, and then there was, you know, a lot of information and then Crunchbase and others started coming around. And then, then we had 10 years of data from Crunchbase, somewhere around 2013. That we're now measuring how well people were investing, how well-performing that whole venture financial class was doing.And we've seen things where investors are now looking more at timing of solutions versus not just team and problem, but they had so many investments that were either too early, too late. And they started to recognize that. A lot of funds are starting to look internally and seeing, trying to reinvest inside the value that they've created to capture more of the food on the table versus being so outwardly focused. For our jobs, even in doing ecosystem development, how to startups find us versus how do we find them? If there's no meetups. If we're not able to do in-person startup weekends, then how are we able to find them, to attract them, to support them and to help them. How are investors doing their due diligence? You know, things like DocSend. Right.Having that digital data room with a lot of analytics built into it. So that founders can now not only see who's entering and who's looking at their due diligence documents at, but where in the deck are they spending time? On what slides, what is important? Where are they stopping? Where are they looking at? There's a lot of data and information that they can measure from that as well. I'm not exactly sure if that answers the question, but it is so drastically different. And now we're going back into, you know, web summit is in-person. I'm going to be going to that next week after we record this. That is going to be a different experience as well. And then there's the hybrids that are kind of doing both. It's changed a lot. Brian Ardinger: It is definitely interesting. You know, it's always been hard to find startup founders. A lot of times they're heads down doing their thing. You know, over the last five or six years pre COVID, you started to have a different environment where things like coworking spaces and events like Startup Weekend and that, started to bring some of those folks out and started to get some energy. And then COVID kind of slap that in the face to a certain extent. But now what I'm seeing at least is more collaboration across different communities. So even though I'm based in Lincoln, Nebraska, the network and our reach to different communities for the startups in our backyard, has increased and been beneficial from the standpoint of they're no longer having to be in the middle of flyover country. They can access folks that wouldn't necessarily in the past look outside of their own Sandhill Road area. So, I guess there's pros and cons to this new environment, but I was curious to get your take on that as well. Todd Embley: Constraints, breed Innovation. And COVID has drastically brought a whole new set of constraints just by not being able to meet in person as much. So, I think it's the development and the investment in developing a different skill set. You know, you take one sense away, the other senses improve. And so, we've had to become better at being able to build relationships. And we have video. And we have voice. But suddenly we're tuning in to the video and tuning into the voice. We may not have the same social cues and we may not have the same physical cues to be picking up on things. We used to train entrepreneurs on how to pitch in person. You were on a stage facing an audience. You were standing in front of an investor at a meetup. Here's how you do it. Here's how you talk. Here's how you hold yourself. Be careful of your hands. Don't shift your feet around. You know, there is all these, you know, all this kind of training, which has had to change. Which has had to develop. And now we're reaching out, we're developing partnerships and I think I've seen a lot of ecosystems lean in on having silos or verticals that they're starting to own to be seen as a place.And accelerators are now going virtual, where they're pulling from anywhere. Right. We have a focus. We're vertically focused. And so even if you're in Brazil or you're in Russia or wherever, this is the accelerator that you want to join because the world has just been absolutely flattened. And now this is the best place. This is the best accelerator, and you don't have to fly in and live here. Right? So now you've seen costs of living. People are moving out of the main centers. It's just, it's been a tremendous change. Brian Ardinger: You've spent your life helping founders. And I'd love to get your input on for our founders that are listening to this show. Some of the biggest obstacles or barriers or things that you've seen or can help them overcome. Are there particular tips or tricks that founders should be paying attention to nowadays?Todd Embley: I still think it all starts with the problem. And I still find myself having to talk about deep diving into the problem discussion. And there has been a penchant for the snapshot. And of the landscape as it is today. But I think what we're starting to understand. And what I'm seeing from a lot of questions that come from investors, is it's not as much about what. It's about why. And when you're pitching or talking about what you're doing, you have to start layering in the why.This is our go to market strategy. Great. Doesn't really matter, but why did you choose that? They're being measured on the way they think. The way they process. The way they built. What data did you take in. Which did you keep? And which did you throw away and why? And then what decision and strategy did you make off of that data?And why did you decide to strategize that? Why are you deciding to build this next? Why is this the next iteration of what you're doing, this problem that you're trying to solve? Anybody can Google and get a lot of data on a problem that exists today. But do you have a deep understanding of how we got here? You know, we have this Canadian kind of saying of the Wayne Gretzky, don't go where the puck is, go, where the puck is going to be.And as investors, we're always trying to find the entrepreneurs who are good at figuring out where the puck is going to be. But the only way that they can figure that out, isn't understanding just where the puck is, but how the puck got to where it is. Because only then do we understand the speed and the trajectory and are able to extrapolate off of that to know where it's going with some reasonable degree of accuracy. But we'll never get it right. But that I think is always be factoring in your why. Nobody is going to be blown away by your what because you're still early stage. Unless you have a hundred thousand downloads or a million MRR, you know, it's just not that impressive. Because the only thing that matters is what people use and pay for.So, knowing that. Now, we're just trying to measure size you up as a founder. So lean in on all your why of everything that you're talking about so that they can understand how you develop, how you price, how you see the world. Be unique, be different. For More InformationBrian Ardinger: Solid advice. Well, Todd, I want to thank you for coming on Inside Outside Innovation and sharing your insights and your experiences from the many years of being in the trenches there. I want to encourage people to check out Agora and that. If people want to find out more about yourself or about the startup program at Agora, what's the best way to do that? Todd Embley: Yeah. I mean, if they want to connect with me, LinkedIn is great. Just Todd Embley. I will generally show up. That's a great way to do it. And I'd love to connect. And I love to meet with everybody. And then agora.io/startups is where the entrance to the startup program lives. But Agora.io is where most of the information about Agora lives. And we're happy to talk to anybody, especially partners. Anybody doing events. Anything out there. We'd love to be a part of it. We'd love to sponsor. And try to add value. Brian Ardinger: Well Todd, thanks again for coming on the show. It's great to see you again and look forward to continuing the conversation in the years to come. Todd Embley: Thanks, Brian. It's been great.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.
This week, James and Rob are joined by tech guy Dan Shea! We talk with Dan about this time as house manager at iO, event planning, producing shows, running the board, bad pulls, and college issues. Follow Dan on twitter @ MrDWShea and check out CIC Theatre! Like what we do? Support our PATREON! As always, please rate, review, and subscribe.
There is a knock at your door. You open it to find a toddler that demands all of the money and blankies in the house? What do you do? Or, you encounter a new dating app that only includes pictures of potential companion's bedrooms. What makes you swipe left and what makes you swipe right? These and other great lightning round questions are posed to our guest comedian Geoff Plitt. Tune in to hear all of the great questions and Geoff's answers. Geoff Plitt is a LA based comedian who studied at Second City and iO in Chicago (not to mention Carnegie Mellon where he obtained an engineering degree). He has performed in festivals and comedy clubs around the world. He co-founded Jetpack, a highly-acclaimed alternative standup showcase in Los Angeles, and he now writes and hosts the weekly YouTube late-night comedy show "What You Need to Know", whose clips have 3+ million TikTok views.Website: http://www.geoffplittcomic.com/Twitter: https://twitter.com/GeoffreyPlittTikTok: https://www.tiktok.com/@whatyouneedtoknowYou can catch Geoff most Wednesday evenings at Bar Lubitsch in West Hollywood at the Totally Comedy Show. Catch national headliners and other amazing comics performing each week. Be sure to follow Geoff across social media.Support the show (https://www.buymeacoffee.com/bhhcast)
In this episode, Donn and Kaushik talk about some of the books that they're reading and thoughts and recommendations on each.Links from the showDonn's BooksDesigning Data Intensive ApplicationsSystemologyWho Not HowSkin in the GameZero To SoldFreelance TacticsKaushik's BooksStaff EngineerAn Elegant Puzzle: Systems of Engineering ManagementGrokking AlgorithmsCoders At WorkA Philosophy of Software DesignAndroidsAndroidJobs.IOJob postings are FREE on AndroidJobs.IO during the early release phase (at the time of this recording).Sign up to get notified of new jobs on a weekly basis as well.AndroidJobs.IODonn's Book on Freelancing TacticsFreelance TacticsContact@fragmentedcast or our Youtube channel@donnfelker and donnfelker (on Instagram)Freelancing for Mobile Developers (Donn's YouTube)kaushikgopal (on YouTube) or blog.kaush.co or @kaushikgopalDisclaimer: Many of the links we share to products are affiliate links. They help support the production of Fragmented. Thank you for your support.
Most thought leaders in Web 3.0 like to link NFTs with cryptocurrency or even the metaverse but on this episode, I make the case for CREATOR COINS or SOCIAL TOKENS being the real gateway and sister of Non-Fungible Tokens. When I first discovered Rally.IO and the creator coin idea I assumed it was just like Patreon or Only Fans and ultimately just a gamification way of monetizing an audience. Wow was I wrong? Although there is a crypto element of creator coins leveraging blockchain technology, the economy created around the coin can be as unique as the creator.. How Rally.IO allows creators to design use-cases and benefits for those that hold the coin while also developing time-based campaigns for the community to purchase with their coin. How simply holding the $ADHD coin over the last 3 months, there has been over 23k in $RLY coins rewarded to the community and me, the creator. The role transparency, exclusivity, and “True fans” play within a creator economy, empowering creators such as Portugal the Man to go all-in to even their surprise. They didn't want to ever create a fan club as they were concerned by it coming across as just monetizing the super fans or, worse, taking advantage of them. I mention the amazing $TILT coin founded by Joe Pulizzi in this episode and you can use my affiliate link here to check it out: https://www.thetilt.com/?rh_ref=bfa0bb74 I share this and more on this episode! ----- I also share the ALPHA around our first NFT 365 & MINT 365 drop where I will be giving up over 50% of the revenue to the community as I want this to be a WE project not a ME one. I will be rolling out 365 SuperFANZ NFT passes for $365 each who will together split 30% of the revenue of Mint 365 on 11.11.22. The SuperPOWERED Season Pass NFT will have 22 of them with each holding 1% of the revenue on 11.11.22. More details to come at MintNFT365.com that will launch on 11.24.21. IN the meantime check out ADHDcoin.com and together we are going to do what nobody has ever done before all powered by $ADHD coins.
On this episode, we are talking trends, best practices and the importance of doing your own damn research! We also breakdown the first 7 mints we did of the 365 we will do leading up to Nov 11, 2022. The first seven can be found at HTTP://NFT365podcast.com Day 1. ENS Domain: N3F6T5.ETH Day 2. Chibi Galaxy Day 3. Cubotz Day 4. Astroheads Day 5. ConstituionDAO Day 6. OnigiriNFTS Day 7. Merry Modz We also announced that we have partnered with NFT BZL to do a live recording of the podcast at their event in Miami on Nov 30th. For those attending https://nftbzl.com/ make sure to stop by and say hi. We had a fun surprise with Astroheads and are excited to see what holding the $PEOPLE coin thanks to the Constitution DAO will look like November of next year. This podcast is powered by the ADHD creator coin on Rally.IO where by just holding the coin in your portfolio you qualify for weekly rewards. This week the holders of ADHD coin will be splitting over 17k $RLY rewards based on the percentage owned. Get your coins at ADHDcoin.com *There is a coin giveaway in the video for the first 100 people that scan the QR code so get yourself some SuperPOWERED ADHD coin as a thank you for watching the show.
In questo episodio di Educare con Calma parlo con Barbara Farinelli di un tema purtroppo ancora tabù: la balbuzie. È nato tutto da un messaggio su Instagram e ho sentito il desiderio di regalarvi una chiacchierata con lei per fare tutti insieme un'azione importante: distruggere il tabù. Ex manager, oggi studentessa in counselling, sostenitrice della genitorialità consapevole, Barbara vive in Inghilterra da 6 anni e 3 anni fa è diventata mamma, che è stata la svolta che l'ha convinta ad affrontare il "mostro" e riprendersi la propria libertà. Io ho imparato tantissimo durante la chiacchierata, sono sicura che sarà arricchente anche per voi. :: Link utili: Trovate Barbara su instagram come @mamaelephant_ : non esitate a scrivere e tenetela d'occhio perché secondo me presto avrà interessanti sorprese (vero, Barbara?). Il corso che Barbara menziona nell'episodio è "Psicodizione" della psicologa ed ex-balbuziente Chiara Comastri. :: Come appoggiare il podcast: Io non faccio pubblicità e non accetto sponsor, perché le pubblicità alimentano il consumismo e in più mi danno fastidio (quindi non voglio fare a voi una cosa che dà fastidio a me). Se vi piace il mio podcast e volete aiutarmi a mantenerlo vivo, potete aiutarmi a diffonderlo lasciando una recensione sulla piattaforma dove lo ascoltate e/o acquistare uno dei miei corsi o prodotti: Educare a lungo termine – un corso online su come educare i nostri figli (e prima noi stessi) in maniera più consapevole. Tanti genitori mi dicono che gli ha cambiato la vita. Co-schooling: educare a casa – un corso online su come giocare con i figli in maniera produttiva e affiancare il percorso scolastico per mantenere vivo il loro naturale amore per il sapere. Come si fa un bebè – una guida per il genitore + libro stampabile per i bambini per avviare l'educazione sessuale in casa. Storie Arcobaleno – una guida per il genitore + libro stampabile per bambini per abbattere i tabù sulla diversità sessuale e di genere. La Tela Shop – qui trovate libricini per prime letture in stile montessori, audiolibri di favole reali per bambini, materiali Montessori fatti a mano e giocattoli in stile montessoriano… e presto molto altro! E ovviamente non esitate a passare su La Tela e dirmi ciao!
For more than two decades, Suzi Watford has been using an extraordinary ability not often found in the news industry: sparking new ideas that turn into revenue-driving realities. After spending close to seven years working at News UK with roles in partnerships, sales, and marketing, Suzi joined The Wall Street Journal as their CMO back in 2014. In April of this year, Suzi became EVP, Consumer, a newly created role charged with creating a stronger Dow Jones “ecosystem”––fostering upselling, cross-selling, and bundling opportunities within their existing portfolio––as well as helping to build a Dow Jones platform complete with new products and services. On the latest episode of The Business of Marketing Podcast, Adweek's chief innovation officer, Toby Daniels, sits down with Suzi to discuss her career journey in the world of news, the ever-evolving newspaper business, The Wall Street Journals' strategic pivot towards digital, and how she is working collaboratively within the organization to grow Dow Jones' digital subscription businesses. They also talked about the brand's commitment to advancing news literacy and the launch of “Trust Your Decisions,” a new brand platform and campaign designed to reinforce the Journal's position as the definitive source of truth for decision-makers. Throughout Season 2 of the podcast, we will be spotlighting a number of different startups that have participated in SAP.iO's foundries programs. During this episode, you will hear from Ashley Crowder, Co-Founder and CEO at VNTANA, a SaaS platform that makes 3D asset production and distribution fast and scalable for apparel, footwear and furniture. Learn how they worked with SAP to transform their business, the major obstacles they faced as a startup in the 3D space, and how they are leveraging technology to drive their growth.
The SPLM/A-In-Opposition is accusing President Salva Kiir of intentionally frustrating security arrangements by delaying the graduation of the unified forces of the parties in the unity government. Spokesperson Lam Paul Gabriel says the recent defections of IO senior members to Kiir's side are sponsored defections; Sudanese relief and rehabilitation commission officials say they will appeal a decision by a court in El Obeid that sentenced at least 60 South Sudanese to six months in prison for illegally entering the country; The Sudanese doctors' association says at least 14 protesters were killed and 100 others wounded on Wednesday during protests, while Sudanese police officials say only one protester died due to tear gas and around 30 others were slightly wounded during the protests
这是一期与《壮游者》的串台节目，我们与壮游者的主播Yang一起在硅谷神游了一番，作为从业者和资深驴友，大家对硅谷的认知有哪些不同，那些互联网公司的背后又藏着哪些不为人知的秘密呢？您将在本期节目中听到以下内容：01:59 产品经理和程序员的“和亲”06:24 硅谷是什么？09:50 从嬉皮士到科技创新16:32 去硅谷参加了IO（码农）大会24:49 房东让我修 Wi-Fi25:38 英伟达的信仰尺27:17 在谷歌和苹果能看到啥30:40 领英的中餐和网飞的拉面36:00 寻觅乔布斯之墓45:52 不打卡和“成人”的网飞57:25 你觉得硅谷“卷”么？制作团队主播 / Yang、朱峰、姝琦后期 / Yang产品统筹 / bobo联合制作 / 壮游者赞助我们津津乐道已开通会员系统，登录爱发电加入津津乐道会员，可收到不定期更新的节目扩展内容、片花、未公开发布的节目等，还可以参与我们的付费听友群和线下聚会点击这里可以开始赞助关于津津乐道播客网络津津乐道播客网络是由各领域达人联手制作的多档高质量播客，分享经验、传播体验。每周日早八点，我们一起用耳朵体验世界官网：https://dao.fm/微信公众号： 津津乐道播客微博：津津乐道播客Twitter：@jinjinledaofmTelegram Group：@htnpodcast知乎专栏：津津乐道Email： hi@dao.fm版权声明除非特别说明，收录、引用、转载本站内容必须遵循津津乐道播客网络的版权声明要求，如希望参与本节目评论区讨论，也请留意评论须知。如有异议需首先与我们联系，否则我们视为您已同意了版权声明和评论须知。
We've got a fun episode for you today as we recorded live on Twitter Spaces and talked about NFT 365 and what the origin is for Mint 365 and how Beeple inspired the project. We also talked about our predictions for the project and the ALPHA was dropped as the WHITELIST for NFT 365 Season Passes are available at: HTTP://ADHDcoin.com Lastly we discussed the importance of diversity of NFTs within this project and it's diversity in all scenarios to really provide a holistic view of all kinds of NFTS from art to music to video to fashion and much much more. -- As always this podcast is SuperPOWERED by the ADHD Coin on Rally.IO and Rally will be where the NFT's for NFT 365 Season Passes will be minted so jump over there grab some coin and enjoy the ride! Text "NFT365" to 1 (703) 686-8551 to join the community + Join us the Fanzone discord: HTTP://discord.nft365.live
On this week's episode of Inside Outside Innovation, we sit down with entrepreneur and product developer Radhika Dutt, Author of the new book, Radical Product Thinking. On this episode, we talk about the product diseases holding back good product development, as well as ways to develop and execute a more radical vision to build products that have impact in a changing world. Let's get started. Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript with Radhika Dutt, Author of Radical Product ThinkingBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host Brian Ardinger. And as always, we have another amazing guest. Today we have Radhika Dutt. She is the author of Radical Product Thinking: The New Mindset for Innovating Smarter. Welcome to the show. Radhika Dutt: Thanks so much for having me on Brian. Brian Ardinger: I am excited to have you on the show. I always love to have entrepreneurs and product folks on here to talk about what it takes to build in today's world. You've been in product development for a long time, and you help companies figure this out. What's the state of product development today? What's working and what's not? Radhika Dutt: I think the most important thing in terms of where we have landed today, right. Is we've learned that the way we build products is by iteration. The mantras have been, you know, fail fast, learn fast. We keep hearing that you really just have to keep iterating and pivoting until you hit this nirvana of product market fit. And here in lies the problem. Because Innovation it's like having a fast car, a fast car is great. It's good to have a fast car. But the problem is, if a fast car is just not that useful, unless you know where you're going. And the ability to iterate fast has often given us this illusion that you don't need to start with a vision, just set off on your journey, and you'll kind of discover a vision. And that is the piece that's really not working.So, if we think about the fact that Lean Startup, Agile, all of these methodologies have really become ubiquitous over the last decade, right? And yet fundamentally the number of startups who succeed or fail hasn't really changed. Right? So, we've really gotten this approach of innovating fast, but what we're really missing is a methodology that helps us set the direction and be able to navigate to it using this fast car. Meaning that our iterations have to be driven by a vision and strategy. And that's the piece that's been not working so far. Brian Ardinger: You talk about in the book, how folks in product and that, or they're building stuff, kind of run in to these product diseases that hold back good product development. Can you talk a little bit about what stops people from developing and maybe getting into this iteration rut? Radhika Dutt: These product diseases are things that we need to be able to speak openly about. Because regardless of the size of company or the industry that we're in, I keep seeing these same product diseases over and over. So, a few that I've run into or caught myself, right? One that I will admit to contributing to myself is obsessive sales disorder.This is where your salesperson comes to you and says, you know, if you just add this one custom feature, we can win this mega client. And it sounds mostly harmless as a product person. I was like, yes, let's do this. Right. And pretty soon, by the end of the year, you're sitting with a stack of contracts and your entire roadmap is driven by what you have to make good on. And that's one example. A really common one is Pivotitus. Pivotitus is where you know this idea that we have that you just pivot until you find product market fit, it leads us to just keep trying different ideas to see what works. And your team just feel demoralized, confused, even your customers, they don't know what you're about anymore. And that's Pivotitus. Brian Ardinger: I love those. And I think a lot of us in product can relate to that. And even more to that, I think it's not just product folks that are running into these particular issues. A lot has changed in the world of product development with things like no code and low code. And pretty much everyone these days has run into this ability to create something. You know, and it's democratized the product development process in general.And so, whether you are in product today and you've seen these things, the majority of folks are going to be running into these diseases, whether they know it or not. What can you talk about to the new product person, the person who maybe is new to this world and trying to understand what does it take to build something of value in this world?Radhika Dutt: Yeah, maybe first, I want to talk about what I mean by product. Because, you know, traditionally we've thought about product is a software or a hardware. A thing, basically, right. A digital or a physical thing. And that view has really become outdated is what I've realized. To me product is your mechanism to create change in the world.It's your vehicle for whatever that change is. And so, you know, whether you're a non-profit, you're working in a government agency, in a high-tech startup, or even freelance. You're creating change in the world. And as a result, you are building a product. And I think that's the first fundamental realization. Given that this is our new definition of product for every person who's entering this field, the question is then, you know, how can you create change very systematically? So, you're most likely running into these diseases and I list seven of them in the book. A few other examples are Hyper Metracina. Which is where we're all about analyzing data and optimizing for metrics, except that sometimes those wrong metrics. And things like Strategic Swelling. Which is where your, either your organization or your product just tries to do more and more and more, but it's just a very bloated product and you kind of lose your way.So, all of these diseases, like it's not just in your product itself, it's in your organization that you might be seeing it. And so, we need to think about product differently as a mechanism to create change. And then think about, are we experiencing these diseases in our organization? And then finally, if you're seeing it, then it's time for a new approach where you create change systematically and build the successful product systematically, which is what Radical Product Thinking is about as a methodology. Instead of taking this approach of let's just try what works, which is kind of evolved from the venture capital business model over the last decade. Brian Ardinger: And what I like about the book is you say all the stuff that we're doing when it comes to Agile or Lean or that, they're good tactical stuff to continue to do. But you almost have to have a layer above. That thinks about the vision and thinks about how does the vision fit into, you called it the Sustainability Matrix. Maybe can you talk a little bit more? Radhika Dutt: You know, one of the things that I've found is, we all know that we need a vision, and it's just that the way we've thought about a vision and what we've learned about, what's a good vision has been so flawed until now. For the longest time, we've heard that a good vision is a BEHAG or a big, hairy, audacious goal. For the longest time, you know, vision statements such as to be the leader in blah, blah, blah, or to be number one or number two in every market. We're touted as just visionary statements. That this is what you want in a vision. You know, stating your big aspirational goal. And the Radical Product Thinking way, what I realized is your vision should not be about you or your aspirations at all. And so, your vision has to be about the change you want to bring about.That's really the starting point of a Radical Product Thinking approach. And so, what I mean by good vision is thinking about questions like whose world are you trying to change? What is their problem? Why does that world even need changing? Because maybe it doesn't. And then you can talk about what the world would look like when you're done. And how you'll bring about this world.And so this is the Radical Product Thinking Approach, where instead of the short slogan you're writing, well, there's this fill in the blank statement that I use for writing such a vision statement. That really makes it easy to do this and answer those profound questions. And once you have a vision, then you can use this vision versus survival.The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn. Brian Ardinger: Yeah. I'd like to talk a little bit about this Radical Vision Worksheet that you have in the book. It's really almost a Mad-Libs way to fill out and fill in the blanks to get you thinking about what your vision really is and who does it serve and how does it work? And I've heard you talk about this before. Like it almost creates, what you said is that the source code of your vision. And then that's not what you necessarily have to portray to the world as far as the marketing around it. But it gives you that guiding force when you're in a product meeting, working with your teams. To look back at that source code and say, hey, are we on track.Radhika Dutt: Exactly. And you know, this idea that your vision statement has to be what you tell the world, is really the marketing vision statement, which, you know, you can figure out the marketing aspect afterwards. But first for your own team, what you really need is the blueprint. If I think about this as a house construction analogy. If your team is actually building that house, would they need is the blueprints of the house.It's not the 3D renderings that look pretty that you start with. Right. And a good vision statement, gives them a clear blueprint of what exactly are we trying to solve? Why are we trying to solve it? And then how are we going to bring about that before? Brian Ardinger: In the book, you also talk a lot about this trap that we fall into of iteratively building products and that. And so specifically like big companies and that, fall into this trap of they've been building a car the same way forever, and they don't necessarily think about, are there different ways to do that? Can you give me some examples? I read in your book about Tesla and Volt, for example. And the two approaches that they had to developing an electric car. Can you talk about some of that? Radhika Dutt: One of the fundamental differences between a Vision Driven Product versus an Iteration Led Product is in an iteration led approach, your iterations are driving where you're going. Where as when you're Vision Driven, right, it's your vision that drives those iterations. So, the example of Tesla versus Volt. Specifically, the Model 3 versus the Chevy Volt. You know, there was this really well-known auto expert, Sandy Munro, and so he took five of these cars and he was looking at these cars under the hood to really evaluate, you know, which car is better. And he had a profound reaction to the Model 3. It was like, wow, this car is revolutionary. It's not inching up. And whereas on the Chevy Volt, he said, well, this is a good little car, and you know, it's value for your money kind of thing. But the Tesla Model 3, like he was just raving about it. But if you look under the hood, like you really get to the why. The Tesla, it has a 40% more efficient engine, and it had this hall effect that Sandy Munro says, you know, I've only ever heard about it. I never seen an engine being built using this approach. And he couldn't even figure out how they manufactured some of the elements that made this engine. Whereas he looked at the Chevy Volt, he was like, you know, I'm very familiar with all of these pieces. This looks pretty much like a gas car except in an electric format.And then if you look at why Tesla built this transformative product versus Volt was just an evolutionary thing. It all comes down to their vision. The Chevy Volt was built with this vision of beating Tesla Model 3 to market with a car that had a range of over 200 miles. On the other hand, the Model 3 was built with a more transformative vision, a radical vision, which was about the change that they wanted to bring about. Which was to make it no compromise and give an affordable car to a driver who wanted to go green.And so, the two visions lead to very different products and being vision driven means taking the transformative vision and systematically just infusing it in every aspect of your product. And that's why the end product is so different. And so, in the Radical Product Thinking, right, the idea is not just that you start with a vision, but it's a step-by-step approach. So that, that vision is very systematically translated into every aspect of your product, into your everyday activities. So, your everyday activities become connected to a vision. Brian Ardinger: I'd love to get your input on some of the new trends that you're seeing when it comes to product development. Again, a lot of the stuff that used to be new as far as Lean and Agile has, there's a lot been written about. 10 years ago, it was tough to get tactical in that particular space because it was so new. You know, now we've seen a lot of folks that have executed on that particular format. What are some of the new trends that you're seeing and how do you see the world of product development playing out? Radhika Dutt: You know, we're still getting better at doing more testing, more AB testing, optimizing, right. And fundamentally the trends that I keep seeing, they aren't that different. It's more that our tactics have improved in terms of how we're doing this. If I think about product management, maybe 10 years ago, we didn't have all these tools to be this data driven. Now, there are just so many tools to be able to know how well your product is working.Is your user going through the right journeys? What all are they clicking on? What are they doing on your products? Like we've become more data-driven and have more insight into what our users are doing. We capture every piece of data and work on analyzing it. So those are more of the trends that I keep seeing. Right. But what I haven't seen is a fundamentally big shift in how are we thinking about the data? What exactly are we trying to learn from these insights? So that's one thing. The second trend, this one I'm excited about. I'm starting to see the first kernels of product people realizing that, you know, we're building products that affect society, and we have to take responsibility for what we're building.There's a chapter in my book, where I talk about Digital Pollution. And the chapter after that is the Hippocratic Oath of Product. It's fascinating to me that these two chapters are so polarizing. There are people who love the fact that I included that in the book. Because this gives you the superpower for building successful products and it has to come with the responsibility of building products that don't create collateral damage to society. But there's also, an equally large faction of people who say, you know, that had no place in your book. You should just talk about how to build successful products. You shouldn't be talking about, you know, digital production and this Hippocratic oath of product.Brian Ardinger: Well, it is interesting because you do see a lot more discussion around what it is that we build and the effects of that. And I think 10 years ago, a lot of the product building was I need to build an app because that's the new technology out there. And we've gotten to a place where a lot of that low hanging fruit of product development has been picked. And so now it's really about, we're having to tackle harder problems. And whether it's climate change or social media injustice or, or whatever, they're hard problems out there. And I think it takes more radical thinking around what type of products we produce to try to solve this particular problem.So, I found it interesting that you included that in the book as well. Primarily to get people thinking about, it's not just about solving a particular customer pain point. It's like the larger vision that you need to be including as you develop products out there. Radhika Dutt: Exactly. And my goal was to provide a framework so that we can think about, you know, how are we affecting society with our products. And ways to identify digital pollution that we might be contributing to as only if we have that awareness that we can actually do something about it. But I want to go back to something you just said in terms of trends. What you talked about, you know, it's basically that we seem to be commoditizing the skillset. When you said we've picked all that low hanging fruit, all that I was saying about, you know, we've gotten better at doing data analytics and AB testing, et cetera. I think that is really like to articulate that trend, it's that those skill sets are becoming commoditized. And what's really going to set people apart is doing that next level, which is what you are just saying. Brian Ardinger: If there are people listening, they're maybe working in an existing company, iterating through their products and that, but they want to be more radical. They want to be more transformational with what they do. Are there tips or tricks that they can start introducing into their team or into the product development that can help start moving that needle? Radhika Dutt: I'll share two types. One is, you know, if you are working in a larger organization, it's always hard to bring change. When you bring a radical new idea, it's like you're introducing a foreign body into this organization and you'll see organizational immunity that tries to attack this foreign body.And so, the first start that you need is to be able to talk about why are you even introducing this new body, so there's more acceptance. So, start with a discussion around product diseases. Very often, like the way I've even approached this, and sort of this slightly sneaky way is, you know, you do a book club where people start to think about these product diseases and kind of like, oh, that's what we're suffering from. So that gives you this first entry point to start talking about, you know, maybe we need a new, radical way of thinking about this. That's one step. The second is with your world, where you have control, you can start to develop a radical vision and start to use that with your team. You had talked about vision versus sustainability. Maybe, you know, in the book, I call it Vision versus Survival to make it really much clearer in terms of what we're trading off. So having a vision is good, but using your vision in everyday work, that's where the real power comes in. And so the way you use your vision is if we think about our own intuition, what we're really doing is we're balancing the long time against the short term. Which means that we're thinking about vision versus survival in the short term, where vision is the longer-term picture. And so things that are both good for the vision and survival they're of course ideal.But if we always focus on just the ideal, then we're just still being short-term focused. And so sometimes you have to invest in the vision where it's good for the vision, but not good in the short term. For instance, if you're refactoring code for three months or working on technical debt, you're investing in the vision. And the other quadrant, right, is Vision Debt. Basically, if you're finding this Obsessive Sales Disorder disease, it's because you have too much vision debt. It's where you're doing things that are good for survival in the short term, but it's not good for the vision. And so the way you can infuse your vision in everyday actions is you start to talk about your decisions on this two by two matrix of Vision versus Survival. If you find yourself taking on a lot of vision debt, then you know that, okay, maybe something needs to change here. And talk about your decisions so that everyone is aligned on what are the right trade-offs for your particular company. There aren't any right answers, but those discussions are what really are most important.The tips that I have for our listeners is you start with product diseases and a discussion of why you need a new approach. Then work on a vision and then use that vision and making decisions as you trade off long-term against short term.For More InformationBrian Ardinger: I love that. And I encourage anybody who's listening to grab the copy of the book, because it does walk you through the process. It gives you some great frameworks. Some exercises and a lot of great examples as well. So, if people want to find out more about yourself or about the book, what's the best way do that? Radhika Dutt: So, the book is on Amazon. It's Radical Product Thinking: The New Mindset for Innovating Smarter. The free tool kit is also available on the website. It's radicalproduct.com. And then finally, if people want to reach out to me on LinkedIn, I'm easy to find there. And I always love to hear stories of how people are applying Radical Product Thinking in their innovation journey. Brian Ardinger: Radhika, thank you very much for coming on Inside Outside Innovation, to talk about the book and all the new things that you're seeing out there. I'm excited to see where the world is going when it comes to product development and appreciate your time today. Radhika Dutt: Thanks so much for having me on this has been such a pleasure.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database. As an Amazon Associate, we earn from qualifying purchases.
In this episode of The Next CMO podcast, I speak to Dan McGaw, the founder and CEO of McGaw dot IO, an analytics and marketing technology company.Dan has spent 20 years as a marketing leader and one of the original growth hackers.He was previously the head of marketing at KissMetrics and VP of Growth at Code School.Dan has been called a living MarTech encyclopedia and he recently released a book called, build cool (stuff…), which is a blueprint to creating a marketing technology stack.Dan and I discuss the importance of a data taxonomy for marketing, his contrarian view on the idea of a single source of truth for data, we bust some myths about attribution modeling, and even gives our listeners the opportunity to get a free copy of his book.If you are listening at home in front of the kids, you might consider using your headphones for this one - Dan's vocabulary is a little spicier than mine.More about Dan McGaw hereMore about McGaw.io hereMore about Plannuh hereMore about The Next CMO podcast here Produced by PodForte
Oooooh we are SO CLOSE to releasing wippersnapper I2C support! Lots of IoT platforms support analog or digital I/O - but the real stuff is in I2C sensors. We've started adding the scaffolding for I2C sensor support on the staging wippersnapper server. Here I've got a FunHouse board, connected to 'wipper, and when we go to add components there's an AHT20 part available! Next, the server requests an I2C scan to verify a valid address is on the bus, and once we create the component, two new feeds appear: one for temperature and one for humidity. Look at how fast it is to add sensors to an MQTT feed with no code whatsoever! #iot #wippersnapper #esp32 Visit the Adafruit shop online - http://www.adafruit.com ----------------------------------------- LIVE CHAT IS HERE! http://adafru.it/discord Adafruit on Instagram: https://www.instagram.com/adafruit Subscribe to Adafruit on YouTube: http://adafru.it/subscribe New tutorials on the Adafruit Learning System: http://learn.adafruit.com/ -----------------------------------------
Yes I know it can be exciting to have that "light bulb moment" of the value and impact NFTs will have on the future but also can lead you to the point of well.... confusion! NEW DISCORD LINK: Discord.NFT365.Live In this episode, we answer these questions connecting getting started with metaverse, cryptocurrency, creator coins and NFTs but I promise in an almost not confusing way! Where do you start with your NFT journey? Do I need a metamask wallet + opensea + gas + creator coins to buy my first NFT? Are there NFTs available for free? Why the Mint 365 experience was created an how you can play along Why creator coins on Rally.IO might be the best entry point into Web 3.0 and the NFT marketplace without gas fees. I answer all these questions and tease out some alpha in regards to upcoming episodes and projects while hopefully inspiring you to check out twitter as I did where I found a FREE NFT mint that I sold a week later for $800+. I mentioned the Mint 365 Tweet during the show which we will update daily and it can be found here: https://twitter.com/iSocialFanz/status/1460291837764284417?s=20 Also mentioned: Rally NFT Marketplace: https://nft.rally.io/marketplace Metamask Wallet: https://metamask.io/ Solana NFTs: https://solanart.io/ $ADHD AirDrop Giveaway link: Confirm email Create Rally Account Accept airdop on bonfire site Checkout ADHD coin in your portfolio https://getbonfire.xyz/adhd/drop/1cb3faa9-7b5c-446e-a4c7-823ffb2a11c0
本期目的地为世界创新中心硅谷。壮游者是来自播客《津津乐道》的主播姝琦和朱峰。作为现役互联网从业者，能够比较深入的游览硅谷里的各大公司，除了能尝尝领英的中餐和网飞的拉面，也见识了各种科技史上的代表性藏品。此外，他俩还以他者的视角去观察和分析了两地企业文化和从业者的差异性。当然，还特意去拜谒了并不公开的乔布斯之墓......|故事节点|01:59 产品经理和程序员的“和亲”06:24 硅谷是什么？09:50 从嬉皮士到科技创新16:32 去硅谷参加了IO（码农）大会24:49 房东让我修WIFI25:38 英伟达的信仰尺27:17 在谷歌和苹果能看到啥30:40 领英的中餐和网飞的拉面36:00 寻觅乔布斯之墓45:52 不打卡和“成人”的网飞57:25 你觉得硅谷“卷”么？|壮游者|姝琦:产品经理，播客《津津乐道》主播。朱峰:程序员，播客《津津乐道》主播。|主播|Yang:曾经硅谷一日游的一名男子。壮游者是一档独立播客，很需要您的支持。您可以通过微信公众号“壮游者”文章(本期相关图片也在文章里呈现)下方的“喜欢作者”进行赞助，也可以通过知福宝zhuangyouzhe@126.com进行赞助。也可微信添加"zhuangyouzhe2018"拉你进“壮游者”听众群与主播和听友直接交流。最后，如果您喜欢本期的节目，请您顺手转发给身边的朋友。这样，会让更多的人知道壮游者的存在。谢谢你，让我们有机会一起前行。
The title is a little clickbait and I promise that won't be the norm with this show but the theme of this episode is breaking down the noise, discussing where and who we should be listening to in this NFT space while also breaking down the importance of managing expectations and defining your own version of success. This show is powered by ADHD SuperPOWERED coin that is on the Rally.IO sidechain available at: HTTP://ADHDcoin.com Links discussed in this episode: FANZONE Discord: https://discord.gg/SbYMA3K2fs Twitter @iSocialFanz: https://www.twitter.com/isocialfanz Tweet by Gary Vaynerchuk @GaryVee on Veefriends 6month anniversary: https://twitter.com/garyvee/status/1458871208041226241?s=20 My tweet on May 6th promoting VeeFriends & my trust in GaryVee and still not pressing the damn button: https://twitter.com/iSocialFanz/status/1389920812786913280?s=20 Let's CONNECT:
Gena Cox, Founder and CEO of Feels Human, is an industrial/organizational psychologist with expertise in measuring and supporting inclusive behaviors. She works with companies to build inclusive organizational cultures. Gena has deep understanding about human dynamics in the workplace and the critical role leaders play. This episode is how to create engaging and inclusive employee experiences which leaders are responsible for. KEY TAKEAWAYS [2:57] How Gena got into industrial/organizational psychology. [04:25] The odd subordination of the human element in business to the operational system. [5:45] Gena's positive early experience working at a company with a very purpose-built culture. [07:03] How assessment and evaluation systems are inequitably applied. [07:44] Leadership became Gena's focus, recognizing the impact individual managers have. [09:06] How Gena used her expertise in measuring employee opinions and employee experience at IBM. [10:57] Navigating the ethical challenges associated with using artificial intelligence. [12:40] Have you ever done an online search for ‘thought leader'? What comes up? [15:18] Evaluating organizational effectiveness—measuring and identifying what's missing? [16:02] To improve productivity, organizations need to accept the criticality of managers' behaviors. [17:30] The (discounted) importance of human experience in the creation of business value. [19:20] What happens when employees aren't included and asked for their inputs. [21:30] Why haven't soft skills been emphasized in the workplace? [22:35] How leaders study leadership but are not trained how to lead. [26:20] The importance of psychological safety in effective teamwork. [27:10] Most managers don't feel safe to ask for help, setting them up for failure. [28:30] Gena describes her unexpected experiences arriving in US for the first time at 20 years old as a person of color. [31:34] How Gena's experiences influenced her work as an I/O psychologist advising leaders. [32:30] The problems with finding distinctions and sifting data—especially when insights are held back as leaders do not want to hear them. [34:08] Who leaders should ask for valuable advice from. [35:55] George Floyd's murder caused Gena to recognize that she had been being fake. [36:40] How and why Gena is now combining her I/O expertise and personal and observed experiences to share understanding and insights about inclusion with leaders. [38:09] Stories from Gena's childhood growing up in Barbados and the United Kingdom growing up. [40:58] How to create an environment where everyone can flourish. [42:33] IMMEDIATE ACTION TIP: Inclusion starts at the top, as a leader be convincing in articulating why it matters, establish expectations of behavior, and hold managers accountable. [44:17] Does Gena feel discouraged? RESOURCES Gena Cox on LinkedIn Gena Cox on Twitter Feelshuman.com Leadership Reckoning by Thomas Kolditz PhD, Libby Gill and Ryan Brown PhD Five Strategies to Infuse D&I into your organization by Gena Cox and David Lancefield QUOTES “Industrial organizational psychology has always been about that human element.” “We found in our research pretty consistently that it's really the manager that is at the core of the employee experience.” “I would outlaw the use of the word soft skills. What I take that to mean is that the human experience is lesser than all of these other experiences that go into the creation of ‘the thing.'” “In the context of leadership, it always includes the human experience.” “I'm trying to shed light on the leader's role and creating an environment in which all of us can flourish.”
In questo Montessori in 5' vi racconto un aneddoto triste che una mamma ha condiviso con me e che mi ha lasciata senza parole – quasi senza parole
The process industry's packaging, paper, plastics and textile manufacturing applications are among its most challenging. Conveyors, continuous sheets and webs are moving faster than ever, even as the volume of real-time data needed to feed industry's digital transformation ambitions continues to mount. So, how can a maker of the industrial networks and input/output (I/O) systems that make all this happen continue to keep pace with the mounting demands of end users and machine builders? Keith Larson chat with Charlie Norz, product manager for I/O systems with WAGO USA, to find out. Read the transcript: https://www.controlglobal.com/podcasts/control-amplified/flexibility-redefining-io-expectations
On this week's episode of Inside Outside Innovation, we sit down with Dave Parker, five-time founder, and author of the new book Trajectory: Startup. Dave and I talk about a range of topics for helping founders go from ideation to product market fit. And this conversation was part of our IO Live Series recorded during Startup Week Lincoln. Let's get started. Inside Outside Innovation is the podcast to help new innovators navigate what's next. I'm your host, Brian Ardinger, Founder of InsideOutside.io. Each week, we'll give you a front row seat to what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started. Interview Transcript with Dave Parker, Five-time founder and Author of Trajectory StartupBrian Ardinger: I wanted to thank our sponsors for this event. We are part of the Techstars Startup Week here in Lincoln. So, we wanted to give a shout out to them and Startup LNK for making this all possible.Also Inside Outside is sponsored by the Ewing Marion Kauffman Foundation. As many of you may know about the Kauffman Foundation, they run 1 Million Cups and a variety of other things, but they're a private, non-partisan foundation based in Kansas City. They seek to build inclusive prosperity through entrepreneurship- led economic development. So, we're super excited to have them as partners with us here. And you can find out more about them at kaufman.org or follow them on Twitter at Kaufman FDN on Facebook or Twitter. So, thank you again to the sponsors. Thank you, Dave, for coming on, we had set this up when your book was coming out and I said Hey, I've got the perfect time to do this during startup week. When we might have some startup founders who may be having some questions. You and I met eight or nine years ago through Up Global. We were with Startup America. And you were based in Seattle. You also helped found Code Fellows and you're a five-time founder, so you've got a lot of experience in this particular space. Eight years ago, the startup ecosystem, and what it was like was a little bit different than is today. So, what has been the biggest trends or things that you've seen that it's changed over the course of the few years that we've known each other? Dave Parker: Well, let me go a little further back. I started my first company in 98 in Seattle. And believe it or not bill gates and Jeff Bezos weren't really giving back to the startup community at that time. Oh, wait, they haven't yet. I mean, Bill gives back to like global change the world stuff. Right. But the idea there was, wow there's a bunch of us doing this startup thing, but there's not really anybody to give much advice. So, we did a peer cohort. Which was my first thing. And after a while I was like, wow, we need to level up our city. All of us tend to think of the next city bigger than us as like, oh, we want to be more like, Seattle doesn't want to be like Vancouver, Canada. We want to be like San Francisco. Where Portland's like, well, we want to be more like Seattle.Because I grew up in Portland and then moved here to go to college and never went back. First startup in 1988. Built a software distribution company called license online. The company went from zero to 32 million in sales in 4 years. Which was ridiculously fast. And we went from 3 employees to 150 and in four years. And then we sold the company in 2002.So then in 98 to 2002, if you remember back there, there was a tech bubble in there and there was 9/ 11 in there. So, it was an interesting time. Wasn't a great time to sell a company now, too. But got it sold anyway. And that was my first startup. First of five. Three of them sold. Two of them failed. One in a rather epic crater fashion. Which is funny. Because it was after the first one, that actually worked. So, you know, people were like, I wouldn't do this again. And they're like working on the next one? I'm like obviously got a serial glutton for punishment. So, 16 exits total. So as a founder board member advisor. So, my day job is helping companies and founders sell their companies. Which allows me to my 20% time to work on community building and giving back.Which kind of got me to Startup Weekend and Up Global. Up Global was the merger of Startup America and Startup Weekend. And we did about 1,265 events worldwide, my last full year there, before we sold to Techstars. Including launching Startup Week globally. And we launched it in 26 cities globally, the second year. I ran it in Seattle.Andrew Hyde started it in Boulder. And we ran it in six cities, the first year. And 26 cities the second year. So, startup communities stuff is awesome. And I love it. It's, as you know, though, it doesn't pay, so you have to have a day job. You have to have a side hustle, so you can keep your community building job, right. Or vice versa.Brian Ardinger: Exactly. Yeah. I think we're nine years here at the Startup Week in Lincoln. We got grandfathered in when Techstars made it a global deal. But we found it very helpful to have these conversations, even if it's just once a year to get people connected and reengaged with why it's important to have a startup and why a startup ecosystem is so important in your own backyard.So, you've got a great book out called Trajectory Startup. I would encourage you to take a look at this. There's a lot of books about startups out there. What made you say, I want to take a different take in this and give back to the community by writing a book about startups Dave Parker: Two big things about the book gap that I saw in the marketplace is one, I mean, you, you know, Brian, you've been around Startup Weekend. I'd see people coming out of Startup Weekend and they're like, woo. I met my co-founder, Charles. We're going to leave at eight and then go start our start up. And I'm like, yikes. Like, there are some things you can know before you leave your day job and your benefits and all those things, which allow you to really look at what do I want to know so I can de-risk this as the first semester, right. So, I got to do the market research and competitive analysis and look how big the market is and like, and how do I do that? The book's really focused on, the original title was Six Month Startup. And then I started delivering it in different formats and I'm like that doesn't work for the brand. So, it became Trajectory Series. But the program now is focused on a five-month program that takes you from ideation to revenue. And the idea there is, if you can't get to revenue in six months, it's probably not a great idea. There are exceptions to that rule. Like if you're a B2B or B2B enterprise and you need to build a really robust product, like that's an exception. Or biotech. Or you're doing B to C and you're competing with clubhouse and you're really about growth of users, right? You won't get to revenue in six months. But in general, you should be able to validate or invalidate your idea in six months was the goal. The second thing that came out of it, I kind of backed into was somebody came to me during my time at Startup Weekend. And they're like, hey, can I have your financial model?I'm like, well, yes, you can have it. But yours is a business consumer marketplace and mine's a business- to- business subscription. And those are fundamentally different. I mean, we use the same lingo. And as you know, in startup land, we have our own language, which is knowing how to work the system for sure.But the key there was how many templates would there be. So, I reached out to Crunchbase at the time and the CEO of Crunchbase and said, hey, can you give me a list of every seed funded company in the last 18 months globally. Ends up being twenty-six hundred and fifty-four companies. So hired a team. My son who was in college at the time was my project manager.And we basically looked at all twenty-six hundred and fifty-four websites and where they didn't have a pricing model or a revenue model, that was obvious, I reached out to them and said, Hey CEO, I'm doing this research project on revenue models. How do you monetize? So, we ended up breaking down 2,600 companies into the logical revenue models and there were 14. And that was it.So, I would say the most unique part of the content of the book is really the breakdown of the 14 revenue models that are successful in tech. And how you monetize them. So, the basic unit economics of what are the key metrics and KPIs of each of the 14 revenue models. Consequently, I became super geeky about pricing and revenue.When somebody now gets to give a pitch and they're like, hey, we're doing a blah, blah, blah. I'm like, oh, you're a marketplace that monetizes this way. And people are like, how did you know that? And I'm like, it's actually not a secret. There's 14 just like pick from the list. Right. So, I think for first time founders, the question then becomes what you're building I hope is unique, but how you monetize it is almost never unique. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn. Brian Ardinger: That's an important point, because I think a lot of times we think about the features or the problem we're solving, but we don't necessarily think about the business model itself and you don't have a business without a business model. So, that's so critical to think even at the earliest stages. It may pivot. It may change based on what you find in the marketplace, but at least going in with here's our initial assumption of how we might make money. And the model that we need to... Dave Parker: And that, let me break down the business model in three parts for you, because I think one of the things that all of us look at and we're like, oh, it's in our business model. Kind of like this. It's a black box and it's a secret thing. And one of the things I discovered in the process was here are the components of the business model. So, think about it as a Venn diagram. The top circle is really creating value and how you create value is your product, your service, and your team. And those are the costs associated with creating a product or a service.So, if you're in a service business, if you and I were lawyers, God forbid. We would bill out on an hourly basis. We'd have a pay rate and a bill rate, and that differential would create gross margins. It's a service business. In a product business it's a little harder to predict because we build the software once and we have thousands of users. So, it's not like, oh, every time we build it, we have to create a new and separate version, right. But the cost of building that product, whether it's the six engineers in six months or three years, depending on what it is, is a cost associated with creating value. The value created is the product or the service. There's a cost associated with creating a value. Circle Number Two is the cost of delivering value. And that is your pricing. Because that's a variable, right. That I can adjust. It's my revenue model. How I monetize. It's my marketing and my sales. I fixed the cost to build. I have now fixed the cost to sell. And there's lots of variables in there. There's lots of marketing things you can test. There are a few sales models, not a lot. Marketing is the most creative, and obviously it can be the most expensive in some ways too. And then what you have leftovers, the third bubble which is your top line revenue and your gross margin and hopefully net profit. Those are outcomes. You don't get to control those. You get to control your cost to build it, and you get to control your cost to sell it and the price. But when you think about it, that way, you're like, oh, there's only so many variables I get to be in control of. And since those are the ones that you control of, then I'm a strong advocate of like, know what the levers are you can pull. I talk to a lot of founders and some of the research was interesting. It basically showed that most founding teams don't change their price at all in the first three years. Which is when you think about it kind of crazy. But us as founders, were like, oh, I know all the product detriments and you know, it was kind of like, I would liken it to, if you said, hey, show me a picture of your son, Brandon, I'd be like, oh, I can show you a three-year-old picture of Brandon.He's a super cute kid. He's 28 today. Plays lead guitar in a metal band. Tatted up and you know, with sleeves and gages in his ears. It would be true, but I just want it to be accurate. Right. And I think that as founders, one of the challenges we have is how do I continue to reprice my product as a product feature set goes.So, one of the things I always recommend to founders is having a pricing council, you do once a quarter. Not that you're going to change price every quarter, but you are, you should really think about it. Brian Ardinger: Well, and you can also do tests around it as well. I remember a story, Eric Ries was talking about. He was working in a corporate environment, but they were saying like, this is the price. And he said, well, have you ever tested it? Do you know if you can go higher? And they said, no, no, because you know we know our customers and blah, blah. And he said, well, why don't we just run a test? And let's, you know, throw out a different price and see what happens. So, they ran the test. And it worked. And they said, well, why don't we do it again? Let's bump up the price again. And they ran a test and it worked again. And they realized like all these years they were leaving all this money on the table, so to speak. Because they had never even tested it. They never test to see if they could extract more value out. Dave Parker: There was a company in Seattle and I'm blanking on the name, that I was trying to see if they pull up real quick. So, they were doing a competitor for PowerPoint. It would look at contextually what the content was, and it would make the image suggestions for you. When they launched the product, the product is all the same price, and they came back at one point, and they just doubled it. And they had zero churn. Right. Which makes you think like, oh my God, how long ago could we have done that? Like nobody left. Everybody's like, yeah, makes sense. Like it would have paid more for it all along.Brian Ardinger: So, what are the most common questions that you get from founders at the earliest stages? What are most founders struggling with when they come to you? Dave Parker: When we think about the go to market strategy is definitely a question. So, I'm a product person or I'm an engineer and I'm new to like go to market. There's still a little bit of that theory of like, well, if I get on Tech Crunch, I'll just go viral. And the answer is, no, it doesn't work that way. Right. I mean, it would be awesome if it did. And we see some examples of companies going viral and there's a misattribution Brian of like, well, I'm going to go to market like Clubhouse.I'm like you're B2B and only B to C companies get a chance to go viral. Like B2B companies get good word of mouth maybe but going viral is math. Right. There's probably three big things in startups that are mysteries, but when you peel them back, they're actually not a mystery. It's just math. Going viral means it's called a K factor.So, if you have a K Factor of greater than two, I'll give you this base formula. Every customer I buy, I generate two additional paid customers. So, if you think about WhatsApp right or clubhouse, the answer is I'm in a business model there that actually doesn't require a business model. So, I call it new media.And what you're trying to do is grow your customer base so fast that at some point you'll monetize it through advertising. Not a surprise. Facebook, WhatsApp, et cetera. At some point you'll monetize it through advertising. So Clubhouse, you're starting to see some of those things, Tik TOK with pre roll. And people apply that revenue model or lack of revenue model to like a B2B business and B2B companies don't go viral.There's been two examples of things that went close, right? So Slack super close to viral. Interestingly enough, Slack before their pivot was a gaming platform. The game sucked but the communication platform was great. So that's one example of a B2B company kind of going viral, but it's really just group invitations.And the second one was LinkedIn for a very short period of time, about nine months, early, early on. And they built a tool that allows you to upload your entire contact database. And for that nine-month window, they went viral for every paid customer, they got more than two. So that's what viral means. The second one is traction or product market fit.And one of the things you'll hear from investors all the time. And I work as a venture capitalist now for a fund out of Atlanta. People are like, well, when you get traction, come see us again. Which is really the VC patting you on the head and saying, you're really cute. Like, let me know how it goes. And most first-time founders are walk away from those and go like, oh, that was an awesome meeting.And I'm like, actually, no, it wasn't, you're going to get ghosted. This is just like, they just swipe left or right. Or I don't know, I don't use dating apps. So whichever way they swipe, they swipe. Wrong way. Traction and product market fit is just math as well. Right. So, when people are like, oh, it's a mystery. Like we'll know it when we see it. I'm like a VC saying it's like porn, like that's crazy. Right. But product market fit is really not a mystery, it's math. So, when I think about the method Product Market Fit, there are early indicators of Product Market fit and there's trailing indicators. And the trailing indicators are easy. Churn. Surveys of, hey, if you didn't get use our product, what would it be like and how much disappointed would you be? And lack of customer retention through either contracts going down in value versus contracts going up in value. Those are lagging indicators. The early indicators are really things around like, is the traffic at the top of your site going up, right? Are the number of people downloading your app? Is that going up? Is the time to close going down? Is the conversion from demo to customer going up? And is my average contract value going up? When I put those five factors together. Right? So, closing ratios are improving. Traffic is improving. Demos are improving. Time to close is going down. And average contract value is going up.It's like the miracle of compound interest. If you don't have any of those indicators moving the right way, maybe you have product market fit, but it's too early to tell. If you do have those indicators coming together, then the answer is right, good on you, man. This is, this is exciting. And as an investor, that's where I get excited about writing the check. Because I'm like... Brian Ardinger: Because you know your money is going towards the fueling of that growth versus building something or guessing. Dave Parker: It's the early shift between risk capital and growth capital. And typically, what I see in the early stages are people like, well, we're not spending any money, we're just doing organic growth. And that's okay. But the big question is, okay, how do you scale it with paid growth so that organic growth can go fast. Oh, I'm just doing it through my network today. So I think about it as 10, 100, 1000 customer rule, right?The first 10 customers as the founder, you're going to go hand-to-hand combat. Go get them yourself. The first hundred, you probably can't do that. You're going to need to hire a salesperson or two. And you need to get good at making them, your value proposition clear. You need to get good at getting your pricing, right.But that's when you start to scale and as the first investor for you as the founder, that's good news, right? Because it's starting to scale past what I would call the Binary Risk Stage. Right? It's a zero or one it's going to succeed. Right. And angels will invest in you because we like you, right? I'm like, oh, writes you a check for $10,000 and you know, maybe be a board advisor, right, as an angel. When I'm ready to check for the fund, our average check is $650,000. I'm looking for like numbers and math. Right. And I can help the founders see it. But typically, what happens in venture is if a VC sees the math before you do, they're going to get a really good deal because they're going to put a check in and go like, Ooh, we saw the math before the founder did. And I'm not good at that. So, when I talk with founders, I'm like, here's the math you should be looking for. And one of the funds I used to work for, it was like, why are you telling them that? And I'm like, because I think better trained founders is always a good thing. So, if you're geeky about math and numbers and unit economics, you'll love the book.If you're new to that. And don't know, you're like Dave, you're speaking a foreign language and I recognize it is English. You'll learn the lingo with the book as well. Brian Ardinger: Well, I do think that's vitally important. Especially as you go out and want to go that more venture capital type of route, because these are the things you have to be able to talk to and understand and know, like you said, the levers and that, that you have to pull to make that work. The other question I want to talk about is early-stage solo founders. One of the biggest things they've got to figure out is how to build that team and the culture and things along those lines. What kind of advice or insights have you seen at the early stage of how do I build that team create it.Dave Parker: I'm going to give you a little contrarian advice. It frustrates me at times when people pontificate around stuff that they don't actually know. So you'll hear VCs often say culture matters is the most important thing. What they mean by that is personality. When you have a two-person founding team or a three person founding team, you don't actually have culture.Like there are few repeat entrepreneurs or people come from organizational development, or maybe you're in the services business. And you're like, we're going to build our company on a services culture, and that we really understand. If you're building a product, your first milestone is product market fit. Because if you get the culture wrong, you can fix it. But if you don't get product market fit, your culture doesn't matter. You don't have a company. Right? Right. So, the first milestone is product market fit. So, in VC you say, oh, culture really matters. What they're really talking about in a three-person startup is do they like you from a personality standpoint or are you an ass?Right? So, cause if the answer is, I don't think you'll listen to feedback, I'm probably not going to write a check. If I'm like the average investment for me as an angel is probably eight years to exit. So, if I don't like you, I'm probably not going to write a check. Right. So, there's, the things I'm looking for there from a personality profile type tends to be, then there's totally from views, right?There's the Introvert view, right? Bill gates did okay. Jeff Bezos, I don't think it was really an extrovert. But people will over-index on charisma or salesmanship when the answer is maybe, right. So ultimately, I kind of look at it first and say, is this the right founder? Is it Founder Market Fit? Are they the right people to solve this problem or not?So, I remember with Mitsui when I was there at one point. I was with a big fund out of Silicon Valley for three years. We got invited to invest in this deal, that was like spin the bottle where 70% of the attendees were girls and 30% were boys. And it was like late teenagers, early twenties. I'm like, we can't invest in this. This is just creepy. We're a bunch of old guys by comparison. It's just weird. Like, wait, this is the wrong investor fit for us. So, I'm looking at the founders and going, are they the right founders for this market and for this product first off. Brian Ardinger: And I think that's an important point for the founders to understand is like not every angel or not every fund is the right fit for you. And it's not necessarily, they don't like you or don't think it's great or whatever, sometimes it's an industry that they don't invest it. Dave Parker: For sure, like the fund that I'm supporting out of Atlanta, is called the Fearless Fund. So Fearless Fund is two African American women were the founders of the fund. They launched the fund with a $5 million exploratory fund. For all the wrong reasons. It blew up, right George Floyd, et cetera. And they're going to close on $30 million. We invest exclusively in black and brown women. And when they recruited me on it, I was like, oh, hell yeah, this is like, so on-mission right. Because 3.1% of all venture capital over the last 20 years is went to white dudes named Dave. Now I just want to pinpoint Jims are worse than the Daves. They got 3.4%. 2.8% went to all women. 0.8% went to people of color. Like if I could spend the next chapter of my life helping to level that playing field, I'm in. Like, it's kind of a no brainer. But if you came to us and said, hey, I'm a black and brown woman, but I'm based in London.We would be like, sorry, I can't do it. It doesn't matter how good your ideas because we have what's called an LP Agreement. An LPA. The LPA says we invest in these things, US-based companies, black and brown women founders. And if you're not in that mix, it doesn't matter how good your idea is. And people tend to take it personally. They're like, I can't believe you told me. No, my idea is brilliant. And I'm like, you're not in our thesis. Right. And if you're not in our thesis, we can't invest in it. So, know that that's pretty common for a lot of venture capital funds. Some VCs are opportunistic by definition and the answer is they can invest in a very broad category and angels can invest in the stuff that they love. Right. I like you as a founder. And I think it's a cool idea. I give it a shot. Brian Ardinger: Yeah. At Nelnet where I do some investing, obviously on our venture capital side, we are a lot more opportunistic or we'll take different bets based on community or other things, rather than things that are always in our sweet spots, so to speak. So corporate venture is a lot different as well. So, it pays to understand who has the money. Why do they want to invest for sure? What are they looking for? Dave Parker: One of the chapters, I break down what the investor profiles are and why they invest. So, if you think about this as an enterprise sales process, if you, as a founder are out raising money, the question is, is like what stage appropriate capital. Right? So as a corporate VC, you're probably not investing in early risk stage capital. But you're investing in markets you want to keep an eye on usually. Because you're like, oh, that's a super interesting development. Let's put some money over there and see how that works and we'll follow on with it. Brian Ardinger: So, Andrew has a question in the chat. He says, I work with very early-stage VC funding, pre prototype presales. I've noticed this new trend where companies are being trained in their pitch to propose who they might be acquired by in the coming years. Do you feel this as a legitimate trend and if not, how we advise founders to prepare for acquisition? Dave Parker: So, I've done 16 exits. So, I definitely have an opinion on this one. I would say the first thing you need to focus on is like focus on building a great product and a great company. Right? And then your acquisition thing becomes a lot easier to discuss. Like I will say my general default is I like products and companies that have logical upmarket buyers.Right. So there's like, oh, it makes sense that they've and people like, oh, Google's going to buy me. I'm like, actually you can, there's a Wikipedia page. Every acquisition that Google has ever made. And in most cases I will tell you, they're not going to buy you. Now, I know aspirational, you want them to buy you and that's super cool. But there's a big difference between oh, Microsoft will buy us or it's like, actually, no. Right. So, we're selling a company right now. They're doing about $10 million runway and run rate and revenue. And at one point I was talking with the CEO and he's like, Salesforce will buy us. I'm like, no Salesforce, isn't going to buy you. You have to be way over 10 million in revenue to have Salesforce actually be interested.So, they bought Slack for, you know, something incredible in the billions of dollars. But they have to do an acquisition that moves the needle in the billions, not in the oh, it's 10 or 20 million. Right. It doesn't mean you're a bad company, it just means you have limited buyer set. So, from a founder perspective, I think if they're asking you the question there may or may not be the right investor because we don't typically look to flip deals.I know I'm going to be in the deal 7 to 10 years. But I do like where there's a logical upmarket buyer who has a track record of doing acquisitions. So, I would say it's a bit of a Catch 22. By contrast, I will tell you I've been on the board of the company for 17 almost 18 years. That we're the largest player in our space. Which means the company today is a great, you know, kicks off great dividends. We do really well with it, but there's no easy exit for it because we're the biggest player in that kind of niche market. Which gets you back to the market sizing and why you want to go after a market, that's a much bigger market than a niche market for sure. Brian Ardinger: Andrew says. Thanks. Great insight. Thank you for that. Question around what are some of the trends that you're seeing and what are you excited about when it comes to startups?Dave Parker: I think one of the ones that I'm aspirationally looking for, and I can't get myself to get off the bench and go do myself, is I think there's going to be a shift in the social platforms, not just solely based on the fact that watching Facebook stab themselves has been awkward. But the idea of platforms that empower the creatives and creators is super interesting to me.Like when I look at Sub Stack and things like that, it's like the revenue models are still flipped. Where it's too much of the money, goes to the platform and not enough money goes to the creator. So, I think there's probably a really interesting opportunity that says, hey, how do you flip that model, where the creators make most of the money and the platforms making less.You know, obviously Facebook's the extreme version of that. But Tik TOK is a good example of, hey, somebody gets on to try to monetize something and finds that they made quite a bit. I think we'll see more platforms develop that empower the creatives. Creative class. I think that's super exciting. Brian Ardinger: That's interesting too. The whole no-code low-code movement has really changed over the last five years where again five or six years ago, you, at some point had to have a development team or a, or a developer on your team to start building product. And nowadays I tell most founders, there's probably enough out there with low-code no-code tools that you can at least get your MVP some early insight without having to have that developer co-founder on board. Dave Parker: Yeah, I think that's super exciting as well. It's one of the categories we're following. And I think low-code no-code is the equivalent of what AWS was to buying servers. So, I've raised $12 million and exited $85 million. In my first startup, we had to buy servers and racks and build them ourselves and put them in a, an Exodus Data Center.And people were like Exodus, what was that? It was one of the biggest epic fails of all time. And when AWS came along and they didn't have to, I could just turn up a virtual server. I didn't have to order something from Dell. It fundamentally changed the cost of doing a startup. Low-code no-code I think will be the same. And my cost of actually doing it.Now, I still have to learn how to do that. But from a founder perspective, I can learn how to do that in months and not years. And then not have to build the development team. So, using Bubble or Air Table, for sure. Monday, I would say is the expensive version of Bubble or Air Table by comparison, from a founder perspective.Brian Ardinger: What I like about it is it allows for greater customer discovery and experimentation around your product earlier to get that feedback, to see if you're on the right stage and figure out what features you do need to build or scale or optimize. Dave Parker: Yeah. Yeah, that one's great. I think in a revenue model side, one of the things we're seeing is in the marketplace components. As we're seeing marketplace shift from transaction fees only to subscription fees, plus transaction fees. I would tell you watching revenue models over the last seven years, ish, total, there's been a few changes in them. One, if you remember Groupon, there's thousands of competitors to it because at a fundamental level, I would say revenue models aren't, they're not defensive. Revenue models, so think of they're very public domain. So even Google and pay-per-click copied that model from Yahoo. Lost the lawsuit against them. Yahoo had bought a company from Idea Lab who'd had actually patented the pay-per-click model. Yahoo ended up being a great holding company for Alibaba and Google stock, right at the end of the day.Revenue models are defensible, but if you look at all the copycats of Groupon, you see, most of those went away. Groupon is still alive in a public company, but they traded 0.49 times trailing 12 revenue. So, if you take the market cap of the company divided by sales, I would say that it's 50 cents on the dollar. Right. So as far as what they trade at. Now, compare that to a subscription business. Well, maybe the next step up would be you and I do a consulting business for a million dollars. That company is worth roughly a million dollars. It's worth one times revenues. So, because if you remember Groupon booked the top line sales of what they sold you for that certificate, but they really only made the margin on the, you know, the 10 or 15% on the margin of it.So, if you and I had a consulting company for a million dollars, it'd be worth roughly a million dollars. If we did a million-dollar subscription company, it would be worth somewhere between 12 and $15 million. And one of the new models that really came out in the last five years was the idea of a metered service company.So Twilio is a great example, AWS, if it was pulled out of Amazon is a pay as you go model. It is predominantly is B2B, but those companies traded really 35 times, right? So, if you think about, okay, if I'm going to do a startup, which revenue model should I use, I would tell you to think about again, if you're going to go back to Andrew's question about the exit multiple, I would be interested in less than who's going to buy it. More interested in the revenue model and the multiple of sales. So, I'd be like go for a metered service company for sure, or subscription at very least. Brian Ardinger: I wanted to ask around the topic of founders. It's obviously a very lonely, difficult journey at the very early stage. Do you have any advice for early-stage founders to how to get better connected and deal with the mental challenges of building a company?Dave Parker: Yeah. Great question. It was probably my most read blog post ever is I wrote about my personal battle with depression. And then I hit publish and I thought, what the hell? What did I do? What was I thinking? And I got more positive comments on it than I could have imagined. Brad Feld, who used to be on my board, as you know. Brad sent me a note with one word, and it just said brave. I think that the challenge there from a founder perspective is, you know, you're always trying to be positive. You're trying to, I was trying to be upbeat. If it's motivate the team or motivate investors. And so consequently leads to a lot of isolation.And I think that's one of the things that, like, one of the things we're doing here in Seattle is we run a cohort program for founders. We don't take any equity. There's no cash. They don't pay for it. And it's really about us up leveling the community of founders 25 to 30 founders twice a year, which is our math.And we're really helping them navigate the ecosystem, here in Seattle in six months instead of 18 months, which improve their odds of success. But also connecting them with other founders. Because other people are asking the same questions you're asking. They're not competitive. They're going through the same challenges.And by putting them in community, it serves one of those two purposes. One is we want to help them navigate the ecosystem, but we also want to help them connect with other founders like them at the same stage, which we think has two benefits. One is personal connection and not being in isolation for sure.And second is really helping them think about reinvesting in the community over time. So, if you think about classically, it was the PayPal mafia and then reinvested in each other. So, Reed Hoffman and Elon Musk and Peter Thiel, et cetera. And then it's now become the Uber mafia, right? All the people that were at Uber that are now launching other companies that are reinvesting in each other. We've never had that in Seattle. And most cities don't. It's one of the biggest gaps. So that's our secondary benefit is we think if we have them in community and at five years, but when we launched this as a program, which through the Washington Technology Industry Association. And I went back to the CEO. I'm like, this is a ten-year plan. Right. I'm like you can't judge it at three years or four years. And we're coming into our fourth year right now. And I'd say it's worked out better than we thought. But as I told him, I'm like, you don't get actually judge on it for 10 years. We've had some exits; we've had a bunch of fundraising. Our teams do it a lot faster than other teams. So, it's become a program. People are like, I want to get in. So, we just actually, Brian took it and put it into an document for a national scale-up grant for the Department of Commerce, with the State of Washington. So, we actually have those documents set up now. If somebody wanted to take it to Nebraska and say, Hey, we want to replicate all of this programming.We've opened source all the programming, we've open sourced, the narrative doc and the fundraising docs. So, somebody could turn around and say like, okay, we're going to go launch this program here as a, as a copycat with, with pride. Like we want you to knock it off. Brian Ardinger: Well, that's interesting. That may be an interesting model to explore now with COVID and the whole virtual remote angle of it. Or even in communities like Lincoln, where again, just by the pure numbers, we're not going to have thousands of founders. So how do you scale that? Dave Parker: For sure. And we're basically taking a program we were running in Seattle now and run it in Kent, Washington and Yakima. And Vancouver, Washington, and Tacoma. And we're trying to provide it from an access perspective. Like we want to make sure that we provide people with access that didn't have access to that before.But also, with a path to funding, because if you give people access to programming, but no, they can't ship an MVP at the end because they don't have any money. That's still a problem. So, we're trying to address that problem next. But the grant was a $750,000 grant over three years. Which means we'll kind of be able to take the show on the road and obviously virtual too. I think the nice thing about if there's a positive outcome of the whole COVID thing is place matters a lot less than it used to.Like the good news is I don't have to get on a plane to come be on stage with you. I'd like to be. That'd be kind of fun, because we could go have a beer afterwards and have dinner. But that that'll happen too. But I think from an efficiency standpoint, I've been doing programs for the Middle East, like six or seven cities in the middle east over the last two years. And I fly out Thursday night to Abu Dhabi for four days. And I'm like, it's kind of a fast turn for Abu Dhabi. Could do it just virtually. And be fine. More InformationBrian Ardinger: I wanted to thank you again for coming on. Here's Dave's book Trajectory Startup. Pick it up at any place you buy books. I'm going to put it in a call to action. He also is giving away some free stuff on his website. So let me share that right now. You can download his free resource guide on 14 successful Tech Revenue Models to check that. And then I also, again, I want to thank all our sponsors for bringing this today. And I encourage folks to also sign up for Inside Outside.io. Our newsletter and our podcast, where we bring these types of things whenever we can. So that's the link to that. Thanks for coming out. Thanks for all the audience for being here. Thanks for the great questions and looking forward to doing this again, at some point. And maybe having you come and see us in real life. So, I appreciate your time. And thank you again, Dave. If people want to find out more about yourself or your book, what's the best way to do that?Dave Parker: Yeah, they can find all the information is on my blog, DKparker.com. If you don't want to buy the book, you just have to figure out how to navigate all the blog posts in order. But that should be, you know, there's only 180 blog posts there. So DKparker.com, you can find the book and more information. The 14 revenue models.You can also find me on social media. I'm at Dave Parker CA for Seattle, when you find, you know, LinkedIn, Twitter. I'm not on Facebook anymore. I just finally had to just say, no. I'm still on Instagram because I want to see what my kids are doing. But Daisy, my dog has more followers on Instagram than I do at this point. But so yeah, you can find me on social media, and you can find me on DK parker.com. Brian Ardinger: Excellent. Well, thank you again, Dave. We're looking forward to having future conversations. And go out and have fun everyone at Startup Week Lincoln, and we'll see you around the neighborhood. Thanks very much for coming out.That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database. As an Amazon Associate, we earn from qualifying purchases.
In this episode of THE TALENT DEVELOPMENT HOT SEAT, Andy's guest is Ryan McCrea. Ryan McCrea has focused his career on making an impact on organizations by helping them maximize and develop their talent. His areas of expertise include strategic talent management, talent and leadership development, mentoring, connecting others, consulting and coaching leaders at all levels, and telling a compelling story with data. Ryan McCrea is currently the Vice President and Manager of Talent Development at Commerce Bank in St. Louis. He leads the efforts around people growth, including designing corporate-wide professional development resources and initiatives through a program called “Commerce for You.” He has responsibility for building leadership in the organization through three leadership development programs for high-potential team members. The newest program is focused on developing and growing people of color and includes an 18-month mentorship with the top 13 executives in the company. In this interview, you'll hear: How Ryan McCrea's interest in IO psychology led to his current career in talent development. What the aspiring manager program looks like, who the program is open to, why the candidates have homework, and how candidates are chosen. The structure of his six-month management program and why it includes an accountability partner. His approach to creating creative solutions in talent development to meet the needs of an organization. How “Commerce for You” has created job opportunities within the bank and employees are finding their paths. Why it's so important to understand your experiences and recognize that a job may not be a fit for you. The reason leadership needs to remove fear around discussing other roles that may be a better fit for an employee. Where Ryan McCrea sees modern leadership going and what he thinks is important for leaders to be successful today. Connect with Andy Storch here: https://andystorch.com/ (andystorch.com) https://www.linkedin.com/in/andystorch/ (linkedin.com/in/andystorch) https://tdtt.us/ (tdtt.us/) Connect with Ryan McCrea: https://www.linkedin.com/in/rmccrea/ (linkedin.com/in/rmccrea)
Predictions on this weekend's happenings and games! Oh... No... Io...
7:00 – Blues bounce back and defeat Sharks 5-3 7:15 – Peak & Pit 7:30 – Would you go "IO" with these MLB free agents? 7:45 – TIOLI 8:00 – Fresh Take: SLU AD Chris May 8:15 – Blues Analyst Joey Vitale 8:30 – The Fight 8:45 – Jay Delsing, host of 'Golf with Jay Delsing' 9:00 – Today's Big Thing: Would you go "IO" with these MLB free agents? 9:15 – Mizzou OL Luke Griffin 9:30 – You're Killing Me Smalls 9:45 – The Crossover with Danny Mac
Good to see you here at Freedom Formula for Physician Podcast! Just a few months before 2021 will ends. Time goes by too fast. We have to be productive, maximize our time, and enjoy the few months of 2021 with our family and friends. So, I would like to introduce you to someone that can help you lessen your time out of your desk. They Provide Healthcare Reputation Management for individual providers, hospitals, and healthcare organizations. Technology has given healthcare providers the ability to reach more new patients than EVER. 94% of patients choose positively rated doctors over similarly qualified doctors because of their online reviews. I would like to present to you, Avalon Hartman with EMPHATHIQ.IO – a platform that increases your visibility online to make sure that NEW PATIENTS CAN FIND YOU and EXPERIENCE YOUR CARE. A little insight about them Allows you to send a personalized link to your patient that directs them to the review sites that matter most to your practice. The reviews you receive from all online resources will be featured here in one easy-to-navigate page that will give new patients confidence in your services. Their listing connector puts in control of your data across 50+ directory sites to ensure patients can easily find you. Making it easier to get more online reviews with less effort In this episode, you will… More details about EmpathIQ (Different Functionality) Be educated about managing your reputation online How to handle negative reviews Does EmpathIQ post multiple places? Keeping track of these kinds of things is hard, how do they do this? Listen to their ways to make people leave a review for you Learn more about what's gonna happen when people give you a negative review. Insight about how many reviews can someone have? Resources Mentioned In This Podcast EmpathIQ Contact number: 858-375-5686 Yelp For all the show notes, and more, check out the podcast website at www.doctorfreedompodcast.com
In questo episodio di Educare con Calma mi faccio portavoce delle riflessioni mie e di Alex riguardo alla decisione di pubblicare foto dei nostri figli su internet. Parlo delle considerazioni che abbiamo fatto (in lunghissime ore di conversazione e ricerca) sulla pedofilia digitale, sul riconoscimento facciale e sulla mancanza di rispetto verso i bambini—perché non possono darci il loro consenso a pubblicare le loro foto sui social. Queste sono le NOSTRE riflessioni personali e le metto a vostra disposizione perché credo sia importante promuovere consapevolezza: spero che, qualunque sia la vostra opinione al riguardo, possiate accogliere le nostre parole con gentilezza, empatia e rispetto e scegliendo sempre una comunicazione costruttiva. Tutti ne siamo capaci. Nei commenti sulla pagina dell'episodio ci sono riflessioni interessanti e costruttive: ti invito ad unirti qui.
Coach DJ Eliot joins us on the fifth episode of our Defensive Series to discuss the #1 ranked defense in the FBS, the Wisconsin Badgers. Coach Eliot has 20+ years of coaching experience in the collegiate rankings. Coach Eliot's pedigree includes coaching stops at Kansas, Florida State, Miami, Colorado and Kentucky, as well as time with proven winners and program builders Jimbo Fisher and Mark Stoops. Additionally, Coach Eliot is among a select group of defensive thought-leaders that regularly clinic around the principles of the 3-4 defense. Today we break down the Badgers defense, one that Coach Eliot is familiar with because it's the defense he ran as well. After week 9, Wisconsin is #1 in total defense (214.6 yards per game) and rushing defense (49.6 ypg) while ranking highly in several categories. Show Notes: History and background of the defense Base defense: Base Tite 3 Playing the with set A to A and B to B rusher Excellent way to keep edges on play action and boot and get inside pressure Compliment to it - double edge pressure with man free Wing bust adjustment for single high Tite 3 vs 12 and 21 Empty with big personnel Holes in match 3 and adjustment Check to 8 man drop to remove conflict Defending the Power Pass Getting eyes in the right spot to recognize power pass or power Technique fix - Can't IO the power pass Scheme fix - OLB drop Corner blitz Coaching Razor and Track Switch call with corner and safety Method for communicating adjustments between players Reasons for switch call Controlling the controllables Next level of coaching Badgers Nickel defense: Change Check Adjustment to Iowa snag concept Blitz hug technique Mirroring pressures Getting work in practice Inside skelly Cover 1 Changing techniques with under center/gun Scheme fix - chase/replace Technique fix - fallback 1S coverage 3rd down defense: Odd overload 8 man drop cover 3 Not wasting a guy - determining 3 over player 3x1 plus or 4x1 adjustment Middle pressure 3 cloud Change 3 over in match 3 Key call adjustment Practicing 3rd down situations Protections period Check out Coach Eliot's Podcast: Home Visit
On this week's episode of Inside Outside Innovation, we sit down with Selina Troesch Munster, Principal at Touchdown Ventures. Selena and I talk about the changing opportunities in corporate venture capital, both for corporates and startups, as well as the impact in the growing focus of diversity, equity, inclusion, and how it's impacting the industry. Let's get started.Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat to what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript with Selina Troesch Munster, Principal at Touchdown VenturesBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Selina Troesch Munster. She is the Principal at Touchdown Ventures. Welcome back to the show Selina. Selina Troesch Munster: Thank you. It's great to be here. Brian Ardinger: I'm excited to have you back. You were out in Nebraska in 2019. You spoke at our Inside Outside Innovation Summit. And so, I'm super excited to reconnect after COVID to see what's going on in the world of corporate venture. Selina Troesch Munster: Yeah, it's such a shame that COVID ended in person events because that was such a fun event. And I encourage anybody listening to definitely get out there the next time it happens in person. It was fantastic. And I have relationships from that week that are still very fruitful. Brian Ardinger: That's awesome. Oh, I'll give a little bit of background to our audience members who may not have seen you there or heard more about you. But you started at Touchdown Ventures, I think in 2014 or so when it first got off the ground. Before that you were at Barclays in New York. You're currently an Adjunct Professor at USC teaching Venture Capital at the MBA school there. And then also just were named a Global Corporate Venturing Rising Star in 2020. So, congrats on that as well. Selina Troesch Munster: Thank you. Yeah, that's so accurate. Brian Ardinger: For those who aren't familiar with Touchdown Ventures, it's a corporate venture as a service almost type of company. So, let's talk a little bit about what is Touchdown Ventures and how does it fit into this corporate venture environment?Selina Troesch Munster: Yes, absolutely. So, Touchdown works with corporations to help them manage their venture capital programs. And what that means in practice is most corporations either don't have the appetite or ability to hire experienced VCs to run a program internally.So, what our co-founders decided to do was to create a service-based business where experienced VCs, work together with folks internally at the corporations to develop a strategy for, and then actually manage, these corporate venture programs. And the opportunity that David, Rich and Scott saw back in 2014, when they founded the business, was corporations have so much to provide to startups in you know, having a relationship with them. In addition to the capital that they deploy.But often they don't have the skill set necessary to identify which of those startups are a good investment opportunity. And then to manage those investments through to an exit, whatever that may be. Which is what we know how to do. We, on the other hand, don't have the expertise in the internal politics and priorities within that organization.And so, by marrying together, our financial analysis and, you know, opportunity evaluation skills, and then deal management skills, and their knowledge of what's impactful for their business, we have a really powerful way of making investments in startups. That as some of our corporate partners say, give them a bit of a leg up against their competitors based on that relationship. We work together with I believe 18 different corporations, as of right now, managing their funds. Each one is developed specifically for that corporation's goals and objectives and risk tolerance. And, you know, we have a dedicated team to manage each one of those specifically.And so, we run programs across a variety of different industries and have made, I think almost 70 investments at this point across all those programs. Pretty awesome growth from where we were in 2014. Brian Ardinger: When you think about corporate venture, it's somewhat new to the field of venture capital. I mean started probably with Intel. I think they were one of the first corporate venture funds to come on the scene. But you're seeing more and more companies look to startups and look to corporate venture capital as a way to either differentiate their Innovation efforts or have access to different things that they wouldn't have before. What do you think is driving corporates to taking a look at venture capital as a means to meet their goals?Selina Troesch Munster: I think there are a couple of drivers. One is the increasing rate of company formation and, you know, to use an overused word disruption within traditional industries. And so having the foresight that venture capital gives you of, oh my gosh, I just saw 10 companies that raised funding in a particular space. That gives you an idea of where the market might be moving toward and what a corporation needs to be aware of in terms of what might be coming their way and trying to eat their lunch in the future. And so, you know, even if we don't make that many investments over the course of a year, we still interacted with hundreds of startups and started to see what's happening out in the market. And that intelligence is a really important part of a corporate venture program, is you don't have to say yes to an opportunity to learn from it. The other thing that I think is driving it is that there is a lot of capital out there funding a lot of different types of businesses that haven't traditionally been venture backed. And so, we see it in the food space. That is a relatively new sector for investment for venture capitalists. You know, traditionally you're talking about software. That's pretty much it. And so, when you have VC money flowing into these sectors that are non-traditional VC sectors, you have a greater volume of threats to those businesses as well. And having that function where you get to have a much tighter relationship with some of these upstarts is really valuable to the corporate strategy team and really the business units. And there are also certain types of partnerships that just don't happen without capital investment. And startups are recognizing that they can leverage the capital raise process to also get really tight, great relationships with corporate partners in that way.Brian Ardinger: A lot of corporates out there, they do invest in the venture space, but they do it primarily just investing in other funds and that. So, are you seeing more and more companies wanting to take more of that hands-on approach? Not only just investing for ROI return, but investing in Touchdown Ventures and what you can bring to the table to give them that more hands-on insights and looks, in addition to just the ROI traditional financial model around it? Selina Troesch Munster: Yeah, I think that that's a big driver of what's helped our business grow, but also what's driven corporate venture funding to new highs over the past couple of years. And I think we've had a record year in corporations putting money into startups in 2020 and probably 2021 as well. How things are trending.And I think it is because of the desire for that direct relationship with the startup. It's something that we, as Touchdown enable because we're in the trenches with the teams at the corporations, talking through every opportunity that we see and figuring out which ones are good investment opportunities, as well as sort of strategic partnerships.And I think having fund investments also has a place within a portfolio approach for corporations. But the ownership of the program is really important to a lot of these folks because they want to see firsthand, who are these companies? What are they doing and how do we most productively create sort of mutual benefit between ourselves and the startup ecosystem? And that can be a little bit harder when you're invested in a fund and you're not necessarily seeing all of the deal flow. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn. Brian Ardinger: Are you spending more time working with the startups and sourcing startups, or are you spending a lot of time with the corporate folks trying to understand what their needs are? Is it 50/50? Walk me through the process of how you actually work with a corporate and a startup to make that match.Selina Troesch Munster: It's definitely a blend and with a team of three, for instance, on the fund that I'm working on, we split those responsibilities. And some days I spend more time with startups and some days I spend more time with their corporate partner. But both are really critical to being able to find those matches.And so, we spend, a fair amount of our week, having conversations with folks within the business units to understand, you know, what are your strategic priorities? What are the business problems that you're trying to solve? What are you trying to build internally so that we don't show up with competitors, what you're trying to do with your own R and D, but where are there places where you might want to accelerate what you're doing with an external partner? And based on that information, we will go have conversations with startups and say, all right, how well does this match up against what this person told us? Is this enough of a priority for them to spend the time to talk to this company?We manage both the funnel of investment opportunities, but also funnel of commercial opportunities where we say, all right, you know, every quarter we will come back to this person in R and D and say, hey, we talked about this last time. This is on your wish list of like, wouldn't it be cool if we could find companies that do this? These are the opportunities that we've identified. Let's talk about how they do and don't match up. And if there's anything that's sort of serendipitously really aligns, let's make sure that you were able to have a conversation and sort of take that the next steps beyond that first introduction. But it really is on both fronts that we're also figuring out what the startups care about. You know, I wouldn't want to bring a startup in and say, well, our partner is really interested in doing this with you and they're like, we would never consider that. So, there's, you know, a little bit of a needs assessment on both sides. Brian Ardinger: So, you're doing both the strategic investment and companies are buying equity in those particular companies as part of a fundraise. But it sounds like you're also doing some basically strategic matchmaking from a customer perspective. So, startups are coming to you and saying hey, we'd love to work with XYZ company, or are you a relationship with these? We'd be a good fit for providing services into that corporation. Is that a blend of what's going on as well, or? Selina Troesch Munster: Yep. Absolutely. And usually our conversations with startups are, look, you may not be fundraising right now, but there are other opportunities that we can facilitate for you. If we have an understanding of your business and an understanding of what you're looking to do with potential partners. That often gets us into conversations with companies kind of in between their formal fundraises as well, because we do have that added benefit of being able to facilitate commercial conversations.Brian Ardinger: So, you sit in between to a large extent for both the corporates and the startups. What are some of the key, I guess, problems or challenges that you would recommend for both the corporate and the startup to avoid when trying to make these relationships work?Selina Troesch Munster: I think corporates can be really scary to startups. I think that there are often legal requirements or legal agreements that the corporate wants to enter into that just look like a lot of work from the startup perspective. And look like risk from the startup perspective. And so, for corporations, I would say, keep it relatively simple on the legal side. Make sure that whatever you send over to a startup company in terms of, you know, whether it's an NDA or a side letter or, you know, commercial agreement that it's not the same thing that you would send to, you know, a bigger supplier or customer. So that's one. On the other side, I think startups often, rightly, but often see themselves as having so many different opportunities to help their customers or partners. And, if you show up with, like, I can be all things to all people, you're requiring a certain amount of imagination and thinking about what to do with your product, from someone who might have a day job, that they're very very focused on and doesn't have time to think creatively about where you might fit in. And so, the more specific a startup can be coming in saying, look, this is what we do. This is the opportunity we see with you. And this is how we would propose to work together. The easier it is for that person to say, yes, that's awesome. I definitely want to do that with you or, you know what, that's not quite what I want to do. I would tweak it in this way. Like, let's move forward. Or this isn't right for us. So, it gets you to an answer a lot faster, and it also takes some of the burden off of the corporate partner for doing the work of pitching your business. Brian Ardinger: To a certain extent it's oftentimes just finding what does that pilot first relationship look like, or that kind of first date and how would that play out so that both sides can become comfortable in that relationship and grow it as it goes along. The other area I want to talk about is if it wasn't already the case before, 2020 which has really put D. E. and I, diversity, equity, inclusion, front and center for most companies. And I'd love to get your insight and what you are seeing in the startup in corporate venture space and how folks are tackling and talking about D, E, and I initiatives. Selina Troesch Munster: Yeah, it's something that's very near and dear to my heart. At Touchdown, we've really worked on trying to figure out how we educate ourselves about bias and the impact that those unconscious or implicit biases have on how we do our jobs. But also, how we can actually make difference out in the ecosystem.It has had a lot of energy. Particularly related to improving the pipeline and hiring of minorities in whatever definition you want to, you know, make that, whether that's people of color, whether that is LGBTQ and funds are really paying attention to their recruiting process. I think it's going to take a while for us to see the results of that.I don't have any delusions that starting in 2022, we'll have like this wonderful, diverse set of, you know, of partners. That takes time, especially in VC, where partner positions are rare or the ability to raise money has particularly been challenging. I think, you know, the limited partners and allocators are paying more attention to it and making sure that they include that in their evaluation process, especially with emerging managers. It's going to take time. It's going to take a lot of time. And I think in the corporate space, where I see the most opportunity is using the existing diversity, equity, and inclusion initiatives to apply those learnings and insights and best practices to venture investing. And I've had a couple of conversations where we're talking about potentially announcing an investment and you know, one of the questions is all right, where might we have risks from a diversity perspective in you know, announcing this. Is like, is there enough diversity on this team? And what may we, or maybe not get, in terms of PR blow back from that type of announcement.Brian Ardinger: So, are you seeing a much bigger push from the corporates themselves to say, hey, we're not only looking for companies in XYZ technology space, but we're specifically looking for minority teams or, or different types of businesses, maybe even, then we looked at it in the past. Are you seeing that from corporates and they're pushing that? Or is it you're helping the corporates come along to that space?Selina Troesch Munster: It's a little bit of both. I think where we see it the most is actually, if we're thinking about, you know, a particular business problem where maybe the e-commerce team says, you know what, we're really not reaching this demographic. Help us figure out how to reach this demographic through the investment program.So, it's less about give me businesses that do a certain thing and more about help me understand this type of person that isn't buying from us today that want to buy from us in the future. Brian Ardinger: And then from the startup side, what are you seeing when it comes to diversity, equity, inclusion? Are you seeing startups being able to brace that more effectively in their partnerships and the relationships or what are you seeing on that side?Selina Troesch Munster: I'm seeing a lot more emphasis on the board level. Finding diverse board representatives. And so, one of our portfolio companies, it was particularly important, I mean, she was a female CEO, but it was particularly important to her to have a majority of women on her board. And so, identifying women with the good experience to help her achieve what she wants to achieve, but also maintaining that diversity of perspective. And so, at the board level, it's a really big focus and I'm seeing more and more advertisement, for lack of a better word, in pitch tags of the diversity of teams. And so, whether it is gender or racial diversity, all of those things are starting to come up more. Brian Ardinger: Are you seeing different types of businesses and different types of even locations around the country and that, they're getting on your radar because you're casting a wider net or companies are asking for more and different looks?Selina Troesch Munster: That's a good question. I haven't actually analyzed what our location diversity looks like. A number of our corporate partners are in the Midwest. And so have always had as part of the strategy, you know supporting startups in their own backyard. I don't know exactly how that's changed over the past year. That's an interesting data point for us to look at. Brian Ardinger: We sit in the middle of the United States and the venture world is different here than it is in the big markets. And it's always interesting to see how those trends are playing out location or technology or otherwise. I guess the last core topic I'll talk about is what's new and exciting in your world? What are you excited about? What trends are you seeing? What are the things that you're focused on? Selina Troesch Munster: So, I personally am focused on Ag Tech and Lawn and Garden investing. I manage our program with Scott's Miracle Grow, and it's been a really interesting year because people have, you know, from a consumer perspective, really shifted into spending more time in their gardens and thinking more about growing their own food.And so, there's been an explosion in interest and technology to help people do that more effective. Both from a macro trend perspective, but also from an environmental perspective. I found it really fascinating how big companies and small are tapping into the wellness and environmental aspects of growing.So that's been particularly exciting for me. And then on the flip side, in terms of professional agriculture, all of the issues that COVID exposed about the supply chain and how that affects, you know, how food gets to us, how food is grown, the energy impacts of that. I just read an article about, you know, the rising cost of electricity and what that does to greenhouse growers. Because often they're supplementing with light.And if the cost of electricity goes up and you're running on razor thin margin business at a certain point, it stops making sense. And so how do we help farmers with the systems that are necessary to better manage the business side of their business? In addition to the sort of the plants. So that's where I've been spending my time. It's, there's some of the interesting stuff that I found fascinating, the sort of the big picture problems that we're thinking about. Brian Ardinger: That's awesome. Well, I want to thank you again for coming on Inside Outside Innovation and sharing some of your insights on what's going on. Hope to have you back out in the Midwest sometime soon. And we can talk further about this stuff. The last question I want to know is Giants or Dodgers. I know you're based in LA, but which of the two teams is going to come through? Selina Troesch Munster: Giants. I am a diehard Giants fan. This is apparently the only thing that is not good about me from my husband's perspective, because he is a diehard Dodgers fan. So, we are a house divided for the, over the course of the series, and we'll see what happens. Brian Ardinger: It will probably be a tough week. This podcast will come out probably after the series, so we'll find out if you're right, and we'll probably check back in to see how you both are doing. Selina Troesch Munster: Yes. Let's hope the marriage survives. I think it will.For More InformationBrian Ardinger: Excellent. Well, Selina, if people want to find out more about yourself or more about Touchdown Ventures, what's the best way to do that? Selina Troesch Munster: I would go to our website, TouchdownVC.com. There you can link to our various content. Our blog is called Risky Business, and I am @SelinaTroesch on Twitter. So, you can also find out what I'm tweeting about. You can follow me there. Brian Ardinger: Excellent. Well, Selina again, thanks for being on Inside Outside Innovation. Look forward to continuing the conversation in the future. Selina Troesch Munster: Thank you, Brian. Appreciate it. Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.
Follow Kevin! https://twitter.com/SahinKevinCheck out ScrapingBee: https://www.scrapingbee.com/AUTOMATED TRANSCRIPTColleen Schnettler 0:00 This episode of Software Social is sponsored by Hey Check It. Does your website performance keep you up at night? The creators behind Hey Check It started it for this very reason—peace of mind about their sites and the sites they manage. Hey Check It is a website performance monitoring and suggestion tool focused on SEO, accessibility, uptime, site speed and content. It includes AI-generated SEO, data, spelling and grammar checking, custom sitemaps, and a number of other tools. If you're managing multiple websites, check their agency plans with public facing dashboards to meet your clients' needs. Start a free trial today at HeyCheckIt.comMichele Hansen 0:39 Hey, welcome back to Software Social. We're doing another interview this week. I am so excited to have Kevin Sahin with me. He is co-founder of ScrapingBee. Kevin, welcome to software social.Kevin Sahin 0:57 Well, thank you, Michele, I'm excited to be here.Michele Hansen 1:01 So this kind of came about because I was on Twitter, as I often am. And I noticed, I think it was actually someone tweeted about MicroConf Europe, which I had been really wanting to go to, but conflicted with a friend's wedding. So we couldn't go. So I was just sort of following and watching everything unfold on Twitter and tweeted about how peer your co founder was, was giving a talk. And he mentioned how scraping DEA offered free API credits to customers who are willing to jump on a 15 minute call with them. And you guys ask them questions like, what else have you tried, and my interest immediately perked up. And really wanted to talk to you about those calls you had and what you learned from them, and what that added for the business. But before we jump into that, perhaps you should say for a moment, just what scraping be. Is and, and whatnot. And?Kevin Sahin 2:09 Sure. So um, so basically scraping the is an API for web scraping. When you are extracting data from the web, you often have the two same problems, which are, there are more and more websites that are using JavaScript frameworks like Vue js, react, etc. And so you have to render the page inside a web browser. And this is kind of, it's a pain to manage, especially at scale. Because you have to, you know, there are lots of DevOps skills that you need. You need big servers, you need lots of things. And it's really handy to have, you know, a headless browser accessible with a simple API call. The other thing that you have to do when you scrape the web at scale, is to manage proxies. So you can you probably need proxies for many different reasons. For example, let's say that you are extracting data from ecommerce website. Well, most ecommerce websites are internationalized, meaning that if you access the website from an IP address in Europe, you will have the prices in euro if you access the IP address or the website from an IP address in the US you will have prices in dollars. So you need some kind of proxy management system. The other thing is IP rate limit. Some websites are limiting the number of pages you can access per day from a single IP address if you need to access more pages, you need more IP addresses etc, etc. And so we bundled this inside a single API which is scrapingMichele Hansen 4:04 so I love how you're solving that because we have felt that pain personally. So I've kind of talked a little bit in the past about how my husband dies first project that was what so the one well, not at first, but the one right before geocoder that basically funded Juco was this mobile app called what's open nearby where you could open it up and see grocery stores convenience stores and coffee shops that were open near you. And how we ran that in the back end was we had a ton of scrapers running of like grocery store, you know Starbucks, whatever like their websites, scraping the hours off of them and we like just all the time there's issues you know, the parsers breaking or you get blocked or actually the the sort of recent side project we did Keren, which allowed people to get an alert when a grocery pick slot opened up on a on a grocery stores website because of COVID and everything that was also powered by scrapers basically and the back end. And so I have I have personally felt the pain of, you know, the impacts when when when, you know, scraping goes wrong or you know it can get frustrating at times.Kevin Sahin 5:29 Yeah, that's I mean, there are the, the story behind scraping is that we, we personally experienced some of those frustrations, because p&i like before launching scraping beam, we started our career in two different startups that were heavily relying on web scraping. In the business, I was working on a startup in France, which is kind of a mix between mint.com in the US and plaid.com. So for those who don't know, it's a bank account aggregation software's sublet, that comm is an API that allows third party to access your bank account. And means that comm is a bank account aggregation, personal finance management app. And so at this startup, I was really exposed to all of these issues. And Param, he was working for a real estate startup, a real estate data startup in France. And so there will relying on scraping lots of real estate portals. So we both, you know, experienced lots of these issues regarding how to handle headless browsers, how to handle proxies, how to, you know, handle blocks, etc, etc. So that was something we, we knew a little about,Michele Hansen 7:16 I love how you started with a pain that you had. But also as, as you've run the business, you're also actively reaching out to your customers to understand what they were trying to do, what problems they were having, and how they were solving those problems. So I wonder if you can kind of take us back to when you like, how did those emails come about where you were reaching out to people like, like, what what kind of prompted that?Kevin Sahin 7:47 Yeah. So that we quickly realized that we really knew when I say that we knew a little about it, it's not an a few million. Because we really knew a little about the different web scraping use cases each time. I mean, from the beginning, when we launched the API we like from day one, I'd say, we realized that some users, we're scraping, have had some use cases that we never imagined. So we quickly realized that we had to get them on the phone and knew more about about it, understand their businesses, what kind of data they they needed, what frequency for what we use case, etc, etc. But the problem that we had is that at the beginning, so we had we had the banner on the dashboard, covering that, if they had any question, they could schedule a call with me. But nobody was scheduling any call. So maybe, maybe the banner was wasn't, I mean, the copy wasn't great, maybe. The CTA wasn't clear, I don't know. But the fact is, nobody was getting any call with me. And we also had an email sequence where we, we had a few links to my county. But it wasn't working. I mean, sometimes we had a trial scheduling a call, but it was not very, not a lot. And and then we we had this idea of offering more 10x more free API calls. Then the trial offered. And then instantly, we started to get a lot of calls. So many that I had to, you know, delete some availability in my week, because I was just doing calls every day all day. And, and it was great because we will learn so much we, I mean, we will learn so many different use cases that we never thought about. For example, I don't know, we, we, we had so many diverse people. So for example, university researchers that were scraping the web for all kinds of research projects. We had government agencies that were scraping the web, to automate automatically detect security frauds. That's all those kinds of use cases we could never invented them, we like, I don't see any other way we could have learned all of this, then, you know, calling our customers and, and developing a relationship with them. And by the way, this, I mean, there are many benefits to these calls. It's not just about, you know, discovering their needs, but it's also building relationships, especially when you are one month old startup. Because, you know, it's really hard to sell your product, especially with enterprise customers, you know, government agencies, universities, etc, etc. When you say, yeah, we were launched a month ago, there's a bit of a trust issue. And developing the relationship, a relationship with them, really helped. Like, in the seven months, after our launch, we signed a big enterprise customer. And I think that we never could have done this without, you know,having them on the call. It also helped in many other ways. For example, I mentioned the the, the university researchers, we granted them free credits to the API for their research project. And like a few weeks or months later, they mentioned us in the University website, which is great for many reason for SEO for authority, etc, etc. So, I mean, there was like, it took me a lot of time to take these calls, but the, the benefits is a like, it's really worth it. And I'm glad we did.Michele Hansen 13:44 It's so interesting how you say that you You not only learn so much about why people need something like scraping be in the first place. But it also built this trust with your customers when you're very you're very new company, and they really didn't have a lot of reason to to trust you. And even though the purpose of them maybe was not, you know, making these sales, it really led to them down the road. All because you took 15 minutes to understand what they were trying to do and what they had been using before.Kevin Sahin 14:23 Yeah. Most of the time, it was more than 15 minutes, by the way. Like, especially when the conversation was getting technical. Because even those scraping visas, simple REST API, there's a whole you know that they often needed. Advice advices about how to implement it on their side. Meaning how to you know Do the scraping pipeline, the scheduling, the data storage, the error monitoring, the maintenance of the scrapers how to what kind of libraries they could use, etc, etc. So I, we we spent a lot of time with this. Sometimes this was a bit too much like, for example, when you spend one hour advising the technical team of your prospect and that that at the end, they don't end up being a customer. It's a bit frustrating. But at the same time, it was really I mean, it was a as a two months old startup, it's a really competitive advantage, I'd say that to be able to take the time to really advise and guide the prospect in the implementation. So and it really helped us to sign the first customers.Michele Hansen 16:24 I'm curious, do you remember the exact questions that you asked people?Kevin Sahin 16:30 Yes, I remember. It's not. I didn't ask a lot. But I was asking them about their, what their company is doing. What? Why they want to scrape data? I mean, is it part? Is it something that is part of their core product core business? Or is it some side thing? The, the the kind of website that they needed to extract data from the frequency? And why like, what did they tried so far? Why did it didn't it worked? Why are your other looking for another solution? Etc, etc. So that, like these five questions, or the most important one, I thinkMichele Hansen 17:35 it sounds like those questions came out of your own genuine curiosity, because you had some awareness of the some some things people might do with scraping from your own experiences. But you were aware that that was not the whole universe of things that people might possibly do. And so you genuinely did not know what the other things people why people might be doing it and what else they might be doing.Kevin Sahin 18:03 Yeah, exactly. And, and we were pretty lucky to realize this early. Because, you know, you're always tempted to just see things through your own experience. But we, as I said, early on, we, we realized all those kind of use cases we had no idea about. And so we got pretty curious about it pretty early.Michele Hansen 18:43 And in so many ways, that reminds me of how I got interested in customer research in the beginning, too, because when we launched geocode, do you know it? I mean, so it came out of our own needs, actually, because that that app I mentioned finding grocery store hours, it would show people a map, and we needed coordinates in order to show that map. And, and so it came out of our own need there. But we're not, you know, neither of us has a background in geography or geographic data analysis, GIS, any of that stuff. And when we launched and people were, you know, reaching out to us, and they're asking for us to do things, we would ask them why because we genuinely did not know because we were not do geographic information systems, people. We weren't steeped in this world. So it was as much about how do we expand our product? As you know, but what why do you want to do it in the first place? Because I just I just don't know. And following that curiosity, yeah.Kevin Sahin 19:48 And so um, the geocode IO, you launched this how many years ago,Michele Hansen 19:58 we launched in January of 2014. So we are Coming up on eight years this January. Wow, congrats. almost a decade of, you know, a couple more years. But yeah, it's kind of wild. snuck up on me.Kevin Sahin 20:17 That's a that's cool. And so how did you when you launched in 2014? What, how did you get your first customers.Michele Hansen 20:34 So we were our first customer for that app, because the app was making about like three or $400 a month in ad revenue. And basically, the idea of do codea was that, you know, we could basically if we released it as an API and threw a wall in front of it, maybe other people would pay to keep the server's going for it. And then we would, we could still keep our app going, and then not basically not be paying for for this geocoding API, rather than paying you know, a major provider, you know, 10s of 1000s of dollars a year, which we didn't. So we had, you know, two little digitalocean droplets that it was running on for 20 bucks a month. And that was our goal was to make 20 bucks a month. So we then, you know, put it on, you know, we talked talked to some other friends who are developers and had them test it out, and then put it on Hacker News. And that was how we got that initial wave of feedback, we had 1000s of signups. Most I mean, that traffic doesn't stick around, like, you look at analytics graph, and it's just like, you just we basically have to filter out our launch, because it's just, it totally breaks the graph. And but we made, we ended up making $31 that month, that that first month,Kevin Sahin 21:55 sorry, trade paid for the Digital Ocean droplet,Michele Hansen 21:59 we were over the moon, because we had made more money than we spent on it. And to us, that was a wild success.Kevin Sahin 22:10 And so how did you like, after this initial hack on your success? How did you continue to, you know, acquire customers and develop the company.Michele Hansen 22:25 So I think in the early days, it was a lot of, you know, when people expressed that they had problems that we solved, trying to be there, so I spent hours, you know, replying to stuff on Stack Overflow. And, you know, whenever something came up on Hacker News, someone asking about geocoding, whatever, we would always like pop in there, or on Twitter, or just kind of trying to be in the places where people were already looking for something like this. Of course, we had we had a website, but I don't, it wasn't super built out, you know, with, you know, case studies and example customers and testimonials and, you know, stuff like that, basically, it's for like documentation for for a long time. But um, yeah, I basically spent a lot of time on StackOverflow trying to sort of, you know, neutrally, like reply to questions and kind of, yeah, keep people coming to us,Kevin Sahin 23:33 and how, like, how did he did evolve? Like, right now, where, where does your customer are coming from?Michele Hansen 23:43 That's a really good question. Because I don't always know. We don't do a ton with analytics. But pretty much we're very SEO based. So it's still that idea that someone is already frustrated. They're already trying to find something for geocoding. Or for you know, they need you need mentioned academic researchers. So we have a lot of customers who are academic researchers, because in the US, in order to connect to any government datasets, you need this thing called a FIPS code. And you can only get that FIPS code if you have the coordinates for the address. And then the government data will be at that FIPS code level, which is basically sort of like the block. So for example, if a researcher is they know they need FIPS codes to connect to some data, there'll be googling it and so is to have tons and tons of landing pages showing people how you need to convert addresses to FIPS codes. Here's how you can do with our API. Here's how you can upload a spreadsheet. You know, if you need congressional districts, here's how you can do it. If you need time zones, here's how you can do it. And it's very content driven. On the SEO side, we we still do a little bit of replying to stuff on StackOverflow I don't think I've done that for months if not, you know like not really Really anymore? Um, pretty much it's it's about, you know, being there when someone is already looking for something.Kevin Sahin 25:08 No, we that's something that we, we also did in the beginning of scraping be. We answered Korra questions, not a lot, not a lot of Stack Overflow but a little bit, and then on forums on Twitter and indie hackers, etc, etc. And just like you like now most of our customers are coming from SEO, I'd say 90%. And we've been really focusing on that, since the beginning, we launched the blog, and even before the product was launched, so I think that our first blog was in May 2019. And we launched in August 2019. So you really treated SEO as a, like our main acquisition channel,Michele Hansen 26:17 and seems like you guys are, I don't know if you're quite like freemium. But you I noticed on your site that it says you can get started with 1000, free API calls, no credit card required. You know, in many ways, I feel like, you know, I think I think it's, you know, freemium is not a pricing model. It's a marketing tactic. And I very much feel like, you know, that combination of SEO and freemium is a huge part of why we have been able to attract customers, because people can try it out without, you know, without having to talk to us first, they can see if this is the product they need, and then they're like, okay, like, we're ready to ready to sign up, and you don't feel like you don't have to sell as hard when you have that combination of SEO and freemium, because people can just figure out for themselves if it's what they need.Kevin Sahin 27:22 Yeah, exactly. And there is only one thing that is very specific to API's. It's that in many companies, and so I learned this with the customer interviews, the developers do not necessarily have access to the company credit cards. And having a free trial without credit card is really something that can boost the activation. Because if the developer has to ask is n plus one or n plus two for a credit card? And maybe he's like, it's going to bother the developer, he's not even going to try the service, or it's going to slow things down because he needs the approval, etc. So having the free credits on the trial is really something that helped us. And I don't I don't see any, I mean, I see many drawbacks of not having it. I don't see many benefits of having, you know, a credit card. They will follow the trail when you're doing when you have an API business.Michele Hansen 28:45 Yeah, exactly. And then you know, the developers they can they're trying to get their work done. They can try it out for themselves, see if it works. And then if it is something that's going to work for them, then like they're the one selling your product within the company. You don't have to be emailing all the CTOs and directors and everything being like, Hello, we're scraping me and this is what we do. Like, it's already there. Developers within the company who are like, hey, like, we've got this project. We've got this deadline, I need to use this thing. I already tried it. It works like can you like, like, yeah, give me the card. Let's go. Let's get this over with. Exactly. Yeah. And I'm curious when you did those calls, you said you gave them free API credits? How many did you give them for those calls?Kevin Sahin 29:28 How many API credits Yeah, I mean, it was at least 10,000 acre grades, sometimes even more, depending on there. So the thing you have to keep in mind is that one API creates isn't equal to one API call. Because the the cost of the API call is depending on the parameters that you use with your API call, and it can cost up to 25 API credits per call, so it goes up quickly.Michele Hansen 29:59 Yeah. So but so basically, I'm just wondering what the, the cost to that, uh, you know, there's the cost of those interviews, but also basically like, you know, because sometimes, you know, often recommend if you're doing call somebody know, give them a 10 or $25. Amazon gift card, and I'm just kind of curious like what thatKevin Sahin 30:20 wasn't? It was not much, I'd say, but I don't have a precise figure to give you I don't know, but probably less than $1 per per 10,000. I mean, they don't even they don't like most of them didn't use the whole 10,000 free credit. So I don't think but not much. So theseMichele Hansen 30:48 customer interviews cost you maybe less than $1. Yeah, each, which actually wasn't a cash outlay, because you're just giving them credits. Half an hour, maybe an hour of your time, depending on how technical their questions were. But down the line could lead to these enterprise sales. And the customers really trusting you in a way that they maybe would not have had you not spent this time and given them those credits.Kevin Sahin 31:19 Yeah, I can't even give you a precise numbers. The first month in August 2019, we signed our first enterprise customer for seven or $800, a month after one of those calls.Michele Hansen 31:37 Wow. Do you know how many of these calls you did? You mean, you mentioned you to them over 18 months? But I'm curious if you have aKevin Sahin 31:44 I did a lot in the beginning, I'd say probably 200, something like that.Michele Hansen 31:55 And I'm curious, you know, you said you you did this for? Like, are you still doing these calls? Or?Kevin Sahin 32:01 I am but so right now, we don't offer free credits anymore. We just have some links in our email sequences. And on the website. If for the trial, period, when customers have questions that cannot be answered, with our knowledge base or recommendation. And now I would say that maybe I have four or five calls per week. Maximum.Michele Hansen 32:38 Yeah, that's, that's awesome. Yeah, I'm still sort of, you know, the the calls came about because you were just you were curious about why does anyone need this thing we made this very similar to us. And I'm curious of, you know, as as, as you were, maybe thinking about doing that, like, like, the questions you asked, you know, are very much, you know, sort of quintessential jobs to be done questions. And I'm curious, what kind of understanding you had of customer research. Before you started doing this?Kevin Sahin 33:25 I would say zero.Michele Hansen 33:30 facet came out organically.Kevin Sahin 33:33 Yeah. I mean, no, I, like, I probably read a few blog posts about how to do customer interviews. It's just not like it was a, you know, a bit of both customer interviews and sales call. So but I mean, I'm not I'm not a salesperson. I don't, I was just, you know, trying to see if, what the customer problems were and if scraping me was a good fit to solve these problems. And if it was, then I would honestly, tell them told them that I thought scripting was the best solution for them. And if it wasn't, then I just told them to. I mean, actually, I told them what if scripting wasn't the solution, I often told them what the solution was. So if I had to refer them to a specific software or consultant or whatever, I did it. And yeah, dog came, I'd say, semi organically. I had some notions about the customer. interviews and sales gold that no experience at all.Michele Hansen 35:05 Fascinating you just kind of dove like head, you know, sort of headfirst into it. And I mean, it seems like it's really helped your your business and help you understand like, like why people need scraping and how you can help them and lead to these enterprise customers and you guys are in tiny seed likeKevin Sahin 35:30 yeah, definitely it really helped.Michele Hansen 35:33 That's awesome. Cool. So I'm curious, you had mentioned that you also had some questions about geocoding. And I wanted to make sure we got time to get Yeah, soKevin Sahin 35:45 So I'm curious about the letter. So first of all, where are you based?Michele Hansen 35:50 So we are in Denmark now. But when we launched geocode, do we live? Actually, we lived in Washington, DC. We lived in Arlington, Virginia, which is just outside DC until July of 2020. So so now we're in Denmark.Kevin Sahin 36:07 Alright, that's cool. And yeah, so the question I had is, you know, the usual what, what led you to? to geocode? So you've answered this a little bit, but what what were you doing before? How did you find the date? You know, did you did some consulting on the side? Was it a side project, etc, etc. Found the stories, always fascinating.Michele Hansen 36:37 Yeah, so um, so I kind of mentioned a little bit. So we had this mobile app, which is making a couple 100 bucks a month in ad revenue. This is like 2012 2013. And we need a geocoding for it. And we ran into a point where we basically couldn't use Google anymore, because they didn't have pay as you go at the time, it was either 2500 for free per day, or enterprise contract, and we just needed 5000. So we had to, basically sort of rolled our own geo coder that was very rudimentary. And we kind of talked about this problem that we had, you know, not being able to store the data and whatnot. And, you know, developer friends had the same problem, made an API, put it on Hacker News, $31, the first month kind of vary, and got tons of feedback from people ask them, you know, why they wanted to do what they needed to do. So started, you know, adding those features as people needed them, like a big thing for us early on was was the ability to upload a spreadsheet. And I think we made our first sort of, you know, higher end sale, May of 2014. So a couple months after, and that was, I mean, that wasn't really adding that that we called the unlimited plan, which at the time was 750 a month was huge part of our growth. But so from that, the beginning as a side project, and it stayed a side project until I went full time, which is October of 2017. So currently celebrating my four year full time anniversary. I was I was a product manager before Okay, yeah, yeah, I was I was specifically like in Well, I was a first I was an operations manager that I was a technical project manager do work managing like WordPress website, builds that agency. And then I really wanted to to like dig my teeth into things. So I transitioned into being a product manager, which led into then doing product development, which is sort of where my heart is, which is how I got into customer research to is doing product development and launching a lot of stuff that didn't work out just like learning that you really need to talk to prospects and if you want something to succeed, learn that the hard way. me so I went full time 2017 and then my husband he and we're like, oh, you know, if I go full time, like it's gonna you know, maybe take some of the load off and make things a little easier. Except you know, I was full time so then our response to our customer response times got better, you know, and we actually grew more and so we're like, Okay, well now husband needs to go full time. And this is February of 2018. And he went to his boss and was like, you know, it's time for me to go full time on this thing. And his boss was like, No, and we're like, this is an interesting negotiating position to be in so he ended up going part time part salary but keeping health insurance which in the US is huge. And, but he eventually went full time by September of 2018, because I mean, basically the more we worked on it, the more you know, the better the product. Got. Yeah. And?Kevin Sahin 40:02 And yeah, did you? Do you have any employees?Michele Hansen 40:08 No, I have a VA, but we don't have any employees.Kevin Sahin 40:12 Okay, so you are very lean? Yeah, yeah, weMichele Hansen 40:15 we focus a lot on, you know, automating as many things as we can. And I think that's one reason, you know, we talking earlier about, you know, SEO and free tier and not having to, you know, sort of, you know, do cold outreach and reach out to companies. You know, partly it's because, you know, that's kind of the sort of workflow I like, when I'm starting up with a product, I like to be able to test it out, see if it works, not have to talk to anybody, like I hate when I have to have a demo to figure out if something is what I needed to do. But also, because we just don't have the time to be, you know, reaching out to people and pitching them, because it's just the two of us, but and that's also, like, a conscious decision on our part, like, we could hire another rep, or we could hire, you know, a salesperson or whatever. But we also just, we, we kind of like how calm it is with just the two of us. So SoKevin Sahin 41:06 you said, Yeah, so basically, you plan to stay just the two of you and not hire in the future.Michele Hansen 41:15 Yeah, that's the plan.Kevin Sahin 41:17 Okay. That's, I mean, there are many founders that, like, this situation that don't really like to manage employees, etc, etc. So that's great, that's working for you.Michele Hansen 41:37 I'm a very, I'm just very product driven. Like, that's what I really love doing is, is product work. And I also I do enjoy, like, sales work, too. So like my time, you know, my sort of favorite things to work on are both product and, you know, customer research and whatnot. And then also doing, like sales and negotiations. And, and yeah, if we had employees, you know, I would be spending time managing employees. And I just, I don't know, I just that that's just not really where my, my heart is. It's not in being a manager, it definitely is for some people. ButKevin Sahin 42:20 yeah, I can relate toMichele Hansen 42:21 that. Yeah.Kevin Sahin 42:25 Yeah, that's, I mean, that's, I don't have much experience managing employees. But for our blog, I worked with a lot of freelancers, you know, different kind of freelancers, constants, writers, editors, some Freelancer to help me with the SEO link builders, etc, etc. And I mean, it's really hard to hire, to manage to keep employees motivated. I mean, it's, it's pretty hard.Michele Hansen 43:10 Yeah, it's a lot of time. And, you know, I think from my own experiences, and you know, those of you know, people I know, like, having a manager who doesn't love being a manager, who, you know, doesn't love, like developing people, and helping them grow, and all that kind of stuff, like, there are people who genuinely love that those people should be managers, those of us who, you know, are a little bit more reluctant on it and enjoy other things. I think it's okay, if we allow ourselves to, to not be managers. And, you know, I sometimes think that there's this, this assumption that, that, that you have to grow and that you have to hire in order to grow. Is this sort of this baked in assumption, and I think there's a little bit of like, judgment sometimes around companies that don't hire because people like, oh, like, you're not a real company, if you don't have any employees or whatnot. I reject that. Like, I think if you can find a way to run a company, and it's successful and gives you the life you want, and for some people that involves employees, and some people it doesn't, and that's Yeah, exactly. And some people you know, it involves, like, I think, I guess, you know, my, my VA is is is you know, a contractor, like a lot of people have a lot of contractors working with them. But you know, having that responsibility also of covering someone's paycheck can, you know, can lend a lot of stress to running a business and some people like that stress and some people don't and I don't understand that like that. Yeah, I think that that sort of leadership component of it is is challenging and I sort of, you know, I asked myself, like whether I feel like at some point I could want to be a leader like that with employees. But quite frankly, I don't feel ready. You know, maybe in another season of life, I will be but at this point, you know, yeah.Kevin Sahin 45:25 Yeah. I mean, I, as I say, I totally relate to this, because it's, I mean, for me personally, I don't I don't think I totally agree with you with the fact that there is this assumption of growth and hiring and, and even sometimes raising funds, like, you have to you have to grow, you have to raise fund you have to hire, it's kind of, you know, a vanity metric in the startup ecosystem, how many employees do you have? To try etc. And, I mean, many companies that I mean, either don't hire at all or hire just, you know, a really small team, and that are doing totally fine, where the founders are happy, the employees are happy, everyone's happy. And, yeah, it's. And on the other side, there are many companies raising funds, hiring, and growing like crazy, whether founders are not happy at all, and stressed andMichele Hansen 46:43 yeah, I think, you know, that's something we, as founders, we have the decision to run our businesses in a way that, you know, to design the business. Right. And, and, you know, and for me, part of, you know, designing that business is it's, you know, setting it up in a way that, that we're running it in a way that we enjoy, and we enjoy working together. And it sounds like you and I really like working together, too.Kevin Sahin 47:12 Yeah. I mean, we've been, we've been, so we know each other since high school. So we, we've been working on many project, back in high school, and then side projects in college and the beginning of our career together. So yeah, it's been. And that's was the, it was great, because when we founded the company, we had this whole history of working together, of knowing how to talk to each other to, you know, divide the work based on, you know, what we are good at what we'd like to do, etc, etc. So it was pretty, I'd say, you know, a fluid, the work relationship.Michele Hansen 48:09 Sounds like you learned a lot from that that first side project you did together with him about how you can work together. I'm curious what that project was.Kevin Sahin 48:19 There were many projects, I'd say the most. The biggest one with a Chrome extension that we launched. I don't remember the year 2016, I'd say or 17. It was called shop tourist, it was a Chrome extension that could where users could save products on ecommerce websites that they were interested to buy. And our we had some scrapers in the backend that would refresh the price every day. And if the price dropped it send an email with a note with the with an alert that said, Hey, this product dropped 25% this night. You can buy it here. And then there was some affiliated links on the email. And like, we, we had some pretty good success marketing it on Reddit. Like we launched the we posted a Reddit post one day and it got 1000s of upvotes. And we like to overnight we got a few 1000 users on the app. And yeah, and the funny thing is that we realized Is that some customers? No, it was not customers, some users sorry. were added adding hundreds of products on their list. And we, we told ourselves, it's kind of strange, because why would I mean, unless it's, you know, the person is on the buying spree or is a has a buying problem. It's kind of weird to save, you know, hundreds of products with different variations of the same. I don't know, a T shirt or whatever. And so we realized that it was ecommerce owners that were monitoring their competitors, with our app, and they were doing it because our app was free. There were some b2b SaaS that were doing it, but it was very expensive. And so we saw an opportunity there. And we launched our first real company, pricing, but and it was a price monitoring app for ecommerce owner. And we did this in 2018. And it was a failure, we managed to get it from zero to 500, or 1000, in monthly recurring revenue. But we failed to grow it from there. And we knew nothing about marketing to ecommerce owners, or to ecommerce in general, except the previous experience we had with this little side project. And so we, we managed to sell it to one of the biggest player in this field, which which is priced to spy.com. And it's funded, what would become scraping be later. And the great thing about this failure is that with pricing, but we we had to scrape a lot of websites. So no, we had these those problems about JavaScript rendering, headless browsers, proxies, etc. So we like, we knew exactly that one, like this one kind of use case for scraping me.Michele Hansen 52:48 So interesting. And I feel like I hear so many similarities in our stories, but something that stands out to me not only how you were, you were able, you know that so that pricing bot, you know, ostensibly failed. But you were able to carry through that expertise you built in building scrapers, and understanding how difficult that can be and the problems with that. But what also carried through is I'm struck by how it seems you have this curiosity about user behavior. And you know, people were doing something and you're and you're like, Oh, that's interesting, why are they adding hundreds of products all of a sudden, and you allowed yourself to follow that, and I think that's such, like, such a great quality, and a founder to not only notice when something is strange, you know, but but follow it, you know, you could have shut your brain off that like, Oh, these people probably just have a spending problem and basically judge, right? And you could have just sort of left it at that. But instead of stopping at judgment, you instead be like, I wonder why they're doing it and follow that thread, you know, follow this sort of cookie crumbs and figure it out. Oh, it's because they're doing this ecommerce thing. Okay, well, maybe we can like pivot into doing that and then it didn't really work out but you got acquired and then you're able to use that funds to start scraping be but you had that understanding of your own use cases for scraping. And again, you were like, Why do people need this? Let me go figure it out. And you just allow yourself to follow that curiosity. And I I just love that.Kevin Sahin 54:33 Yeah, I mean, that was um, it was really a great experience. I mean, the the like, even though it was hard, you know, to fail, and both p&i we didn't. Like we had to fund the business ourselves. So it was a very hard Financially but the experience the learnings were really worth it.Michele Hansen 55:06 Yeah. It sounds like it. I feel like I could talk to you all day about this. This has been so much fun. Um, thank you so much for for coming on. I I know from this conversation that this is not going to be the last time I talked to you. So So this has been really enjoyable.Kevin Sahin 55:33 Thank you. Yeah, same for me. Thank you a lot. And maybe see you next time. I still have many questions around the geo coder, yo. And I'd like to, I'd love to talk more about it.Michele Hansen 55:52 Yeah. Hey, I'm always always happy to talk about your cardio. Cool. So if people want to know more about you keep up with what you're doing on Skype and BMI and whatnot. Where should they go?Kevin Sahin 56:03 They can go to my Twitter. It's @SahinKevin. And yeah.Michele Hansen 56:12 Awesome. Well, if you enjoyed listening to this episode, please like Kevin, and I know. And you can find us on Twitter at @softwaresocpod. Thanks. Thanks, Michele.
How did Uranus get its name? Neil deGrasse Tyson and comic co-host Chuck Nice explain all the things you thought you knew about the names of the planets and moons in our solar system, the formation of the moon, and the constellations.NOTE: StarTalk+ Patrons can watch or listen to this entire episode commercial-free here: https://www.startalkradio.net/show/things-you-thought-you-knew-a-constellation-prize/Thanks to our Patrons David Peterson, Gregory Strakos, Dr. G, Michael Loyd, Bobby G Ragan, raven williams, and Sofiane Shrekky for supporting us this week.Photo Credit: X-ray: NASA/CXO/University College London/W. Dunn et al; Optical: W.M. Keck Observatory
How Ransomware, Trojanware, and Adware Hurt You. And Why ExpressVPN Isn't Safe to Use. Ransomware, Trojanware Adware. What's the difference between these different types of malware.? And when it comes down to our computers, which should we worry about the most and which should we worry about the most? [Automated Transcript Follows] [00:00:17] There are a lot of different types of malware that are out there and they're circulating and scaring us. [00:00:23] And I think for good reason, in many cases, ransomware of course, is the big one and it is up, up, up. It has become just so common. Now that pretty much everybody is going to be facing a serious ransomware attack within the next 12 months. The numbers are staggering. And what are they doing while now they're getting you with the double whammy. [00:00:50] The first whammy is they encrypt your data. Your computers are encrypted, everything on them. So you can't use them anymore. Bottom line. Yeah, they'll boot they'll run enough in order to be able for you to pay that ransom. But any document that you might care about, any PDF, any word doc, and the spreadsheet is going to be encrypted. [00:01:14] And the idea behind that is. You have to pay in order to get that decryption key about 50% of the time. Yeah. About half of the time. Even if you pay the ransom, you'll get your data back the rest of the time. No, you you'll never see it again. So what do you do about that type of ransomware? Well, obviously most people just pay the rent. [00:01:39] But that's gone up as well. We've seen over a hundred percent increase in the amount of ransom people happy. So what's the best thing to do. What's the easiest thing to do in order to help you with this type of ransomware while it's obviously to have good backups. Now I'm going to be doing a bootcamp. [00:02:00] We're going to talk about this and a workshop. I really want to get going with these one week long workshops. So we'll do a, at least a couple of times a month in these boot camps that we'll do pretty much every week here, but they're coming up fairly soon. You'll only know about them. If you are on my email list, that is Craig peterson.com and the number one thing that you can do to. [00:02:27] You when you're hit with this type of rent somewhere, because if you're not taking all of the other precautions, you should be digging under really good that you're going to get hit the better than 50%. And once you do is have a good backup, and I want to warn everybody because I've seen this again and against people just keep making this mistake, probably because they don't get it. [00:02:51] They don't understand why and where and how, when it comes to ransom. The mistake is they do a backup to a local desk. Now, many times the backup is on a thumb drive or USB drive. So you just go to the big box store. You go to Amazon, you order an external drive. You're just amazed how cheap they are. [00:03:16] Nowadays. Once you've got that drive, you plug it in. You turn on some backup software. Maybe it's something you've used for some years, maybe. If you have a Mac, you're just using the built-in backup software. Even the windows operating system now comes with some built-in backup and you think you're off and running because every so often it back. [00:03:40] If we're using a Mac is smart enough to not only back up your whole machine, but as you're editing files, it's going to go ahead and make a backup of that file as you're editing it. So if there is a crash or something else, you're not going to lose much. I just love the way apple does that. Huge problem. [00:03:59] Because if the disc is attached to your machine, or let's say that disc is on a file server, cause you're smart, right? You set up some network attached storage of some sort and your machine has access to it. And so you're sending it off of your machine to a central. Well, you still got a problem because if your machine can read or more particularly right to a location on your network or locally, that ransomware is going to also encrypt everything, it can find there. [00:04:37] So, if you are sharing a network drive and you get ransomware, when you remember the odds are better than 50%, you're gonna get it. Then what happens? What would this type of ransomware it not only encrypts the files on your computer, but encrypts them on the backup as well. And it also encrypts them on any of the. [00:04:58] File servers or network attached storage the, to have on your network. So now everything's encrypted. You wonder why someone and people pay the ransom? Oh, that's a large part of the reason right there. And I keep saying this type of ransomware because there isn't another type of ransomware and they usually go hand in hand. [00:05:21] The bad guys were not making enough money off of holding your files. Rants. So the next thing the bad guys have done is they've gone to a different type of extortion. This one is, Hey, if you don't pay us, we are going to release your files to the world. Now they might do it on a dark website. They might do it on a publicly available site, which is what many of them are starting to do now. [00:05:51] And you're going to either be embarrassed or subject to a lot of fines or both, because now if your files have. Confidential information. Let's say it's your intellectual property. Now, anybody who bothers to search online can find your intellectual property out there. If you have anything that's personally identifiable information. [00:06:18] And it gets out. Now you are subject to major fines. In fact, in some states like California and Massachusetts, you are subject to fines. Even if the bad guys don't post it online. So that's the second type of ransomware and it's a bad type. And usually what'll happen is the bad guys, get their software on your machine and they can do it in a number of different ways. [00:06:45] One of the popular ways to do it now is to just break in because. Our businesses, we've, we've set up something called remote desktop, and we're using remote desktop for our users to get in. And maybe we're using some form of a VPN to do it with, or maybe we've made the mistake of using express VPN. And, uh, we have that now connected up to our homes and we think that that's keeping us safe. [00:07:13] And I got a few things to say about that as well. These VPN services. What happens now while Microsoft remote desktop has been under major attack and there are some major flaws. Some of these were patched more than a year ago now, but according to recent studies, 60%, almost two thirds of businesses have not applied the patches. [00:07:42] You know, th this is basic stuff. And I understand how hard it can be and it can be confusing and you can break your systems, but you have to weigh that against well, what's going to happen if our systems are broken into, because we didn't apply the patch. So that's the second type of ransomware and that's what most people are afraid of and for good reason. [00:08:07] And one of the things we do for businesses and we do ransomware audits, we have a look at your systems, your firewalls, et cetera, and make recommendations to. Man. I got to talk about this too, cause it really upset me this week. I signed up for a webinar just to see what was going on. There's a company out there that sells these marketing systems to managed services providers. [00:08:33] And I, I, I had to turn it off like instantly because it was just such. Garbage that they were telling managed services providers MSPs to do. I couldn't believe it. So this guy was talking about how, again, I turned it back on and I said, Hey, I've got to watch us anyways, because I need to know what's going on. [00:08:54] And this guy was telling these managed services providers, how they can double their clothes. I couldn't believe this guy. Cause he was saying that what they do is they offer to do a ransomware audit for businesses and they say, normally we charge $6,000 to do a ransomware audit, but I tell you what we'll do it for you for. [00:09:20] Now, this is a guy that he had an MSP managed services provider. Apparently he had started it and he was bringing in more than $1 million per month in revenue. Can you imagine that monthly recurring revenue over a million dollars? And so he's telling people businesses, Hey, I have a $6,000 audit that we'll do. [00:09:47] For free, Hey people, how long have we said, if you're not paying for something your, the product remember Facebook, right? Google, Instagram, all of those guys, Twitter, you don't pay for it, but your information is the product. So what's this guy doing well, guess what? His audit, it's going to show his audit. [00:10:10] It's going to show that you need him. And he's sucked in hundreds of businesses and he didn't even know what he was doing when it came to the audits or protecting them. It is insane. What's going on out there. I am ashamed of my industry, absolutely ashamed of it. You know, I've got my first attack, successful attack against my company back in 91 92. [00:10:42] And I learned this stuff because I had to, and I help you guys because I don't want you to get stuck. Like I was so important, important word of advice. If you want to nod it, go to someone that charges you for the audit. That's going to do a real one. It's going to give you real advice that you can really need and use rather than, Hey, you knew do use me. [00:11:11] Because my free audit tells you so, so many scams. [00:11:15] What is ad where in what is crypto, where these are two types of real, kind of bad things. Won't gray areas, things that are hurting us, our mobile devices, our businesses. And our homes. [00:11:32] Adware is also a type of malware that's been around a long time. But it does live in a gray area. [00:11:42] And that gray area is between basically marketing and, uh, well outright fraud. And I don't even want to call it just marketing because it's very aggressive market. What they will do with add where is they? They will have some JavaScript code or something else that's embedded on a webpage, and that's usually how you get it. [00:12:09] And then once it's in, in your browser, it sits there and it pops up things. So it'll pop up an ad for this, pop up an ad for that, even if it's. Uh, part of the site that you're on right now, and it can live for months or years on your computer. We've known for a long time about ad where on the windows environment and how it has just been just terribly annoying at the very least Microsoft and genetic Explorer. [00:12:40] One of the worst web browsers ever. Perpetrated on humankind was well-known for this. And of course, Microsoft got rid of internet Explorer, and then they came up with her own symposer browser, the edge browser that was also openly scorned. And so Microsoft got rid of their edge browser and switched over to basically Google Chrome chromium, and then changed his name to the edge browser. [00:13:11] And so you think you're running edge, but you're kind of not, you kind of are. So they did all of that in order to help with compatibility and also to help with some of these problems that people have had using that Microsoft browser online, very, very big problems. So what can you do about it and what does it do to you and where can be very. [00:13:37] You might've had it before words always popping up again and again and again on your browser, just so crazy knowing it it's insane, but it can also be used to spy on where you're going online and potentially to, to infect you with something even worse. Sometimes some of this ad where we'll purposely click on ads, that the people who gave you the ad were, are using as kind of like a clickbait type thing. [00:14:09] So you go to a website and it was. Automatically click certain ads and click on unbeknownst to you, right? It's as though you went there so that people have to pay for that ad. And sometimes aids are very, very complicated. Sometimes they'll use. In order to drive a competitor out of business or out of the market, because the ads are so expensive because so many people are supposedly clicking on the ads. [00:14:40] But in reality, you didn't click on the ad. You're not going to see that page that you supposedly clicked on, and it's going to cost that advertiser money, whole bunch of money. You might not care. Right. But it is. Ad ware over on the Mac, however, is the only real malware menace at all I had to where is something that choosed fairly frequently on the Mac? [00:15:09] It is pretty darn easy to get rid of. And as a general rule, it doesn't work very well on the Mac. Although I have seen some cases where it got very, very sticky. Where someone ended up installing it, it wasn't just running in the browser, but they installed it on their Mac, which is something you should never do. [00:15:29] But apple has some things in place to help stop any of this from happening. And it's gotten a lot better. I haven't seen this problem in a couple of years, but apple is using the signature based blocking technology called export. They also have at apple, this developer based notarization of apps. And so the run of the mill malware, which includes most of this Al where really can't find a foothold. [00:15:57] But I want to remind everybody that if they can get Al add where onto your computer, they might be able to get something worse. So you really got to keep an eye out for no two ways about it. There are some companies out there, for instance, there's this one. Parrot, which is a program linked to this Israeli marketing firm that gains persistence on your browser and potentially could gain root access to the Mac system. [00:16:30] So careful, careful on all fronts now. Anti-malware stuff that we use for our clients is called amp, which is an advanced malware protection system. That's been developed by our friends over at Cisco it's amp is very, very good. Unfortunately, you cannot get it unless you buy it from somebody like us and you have to buy so many seats for some of this stuff, it gets gets expensive quickly. [00:17:00] Um, if you can't do that much, a lot of people like Malwarebytes, there are some very good things about it, but be careful because in order for this to work, this is Railey parrot software to work. It has a fake install. So again, it's just be careful if you know how apple installed software, you know that unless you have instigated it, it's not going to be installed. [00:17:30] You're not just going to see an installer. And say, Hey, we're apple install us. Right? Apple just does it in the background when it comes to updates patches. But they're very sneaky here trying to install things like the Adobe floor. Player, which has been deprecated. Deprecated is completely now gone from Mac systems and from windows systems, you should not be using flash at all anymore. [00:18:02] It was very, very bad. So up becomes you, you go to wound stole the leaders flash player, or, and I'm sure they're going to change this or something else, right? It won't be flashed in a future. It'll be a Adobe. Would you also don't need on a Mac. So anyhow, that's what you got to be careful of ad were still a big problem in windows. [00:18:25] Not much as much as it used to be. Uh, thanks to the change to Google Chrome, which Microsoft has rebranded as of course its own edge browser. Much of a problem at all on Macs, but be very, very careful in either platform about installing software that you did not start installing. Now earlier this year, there's a security firm called red Canary that found something that's been named silver Sparrow. [00:18:58] That was on a. 30,000 Mac computers. And apparently the developers for this malware had already adapted it to apples and one chip architecture and have distributed this binary, this program as a universal binary. Now in the macro, the member doesn't just use Intel. It used to use power PCs and then it used Intel. [00:19:21] And now it's using its own architecture for the chips themselves. So a universal binary is something that will run on Mac Intel based and Mac architecture base. But, uh, the bottom line is that this proof of concept. Malware, if you will had no payload. So we know it's out there, we seen it now on almost 30,000 Mac computers, but at this point it's not really doing much, much at all. [00:19:53] So. These are malicious search engine results and they're directing victims to download these PKGs, which are Mac packaged format installers based on network connections from your browser shortly before download. So just be very careful about all of that. It can be something as annoying as malware or something as a malicious. [00:20:17] Well, potentially as ransomware. Particularly if you're running windows, Hey, if you want to find out more about this, if you want to get into some of my free courses here, we got free boot camps coming up. Make sure you go to Craig peterson.com/subscribe. More than glad to send you my show notes, a little bit of training, and of course, let you attend these free bootcamps that are now to sell you stuff, but solve problems for you. [00:20:49] Hey, if you use VPNs to try and keep yourself safe, particularly if you use express VPN. Wow. What just came out is incredible. It is anything but safe and secure. [00:21:06] Express VPN was purchased by a company called Cape K A P E. Cape is a company that had changed its name because oh, things were bad. [00:21:19] Right. It was originally founded under the name of cross writer. And you might've seen notices from your anti-malware software over the years for everything from Malwarebytes on saying that, oh, it blew up. To this cross writer piece of malware, most of the time it's ad ware, but it is really interesting to see because this company was founded by a person who was part of the Israeli secret service. Right? So it wasn't of course not. It's not called the secret service over there in Israel. And it, frankly, it compares to our NSA, you know, no such agency. Yeah. It's part of unit 8,200 in the Israeli intelligence military. And it's been dubbed, of course, Israel's NSA. Teddy Saggy, which was one of these investors also was mentioned in the Panama papers. [00:22:24] Remember those? We talked about those back in 2016, those were leaked and that showed these law firm, this one particular law firm in panel. And that we're sheltering assets for people all over the world. And so now that express VPN is owned by this company that is, this company built entirely by intelligence agents for almost a billion. [00:22:55] Dollars in cash and stock purchases. That's a much, they sold express VPN for almost a billion dollars, which is kind of crazy when you think of it as a VPN service, but makes a lot of sense. If you're going to want to monitor what people are doing, where they're going, maybe even break into their systems or better choice than a VPN provider and the. [00:23:20] The company has been buying up VPN providers and is now the proud owner of express VPN. If you attended my VPN workshop that I had, oh, it's probably been a year and I'm going to start doing these again. I promise, I promise. I promise, but you know how much I just like VPNs. In fact, one of you guys, I'm sorry, I forgot your name. [00:23:46] Send me. A couple of weeks ago now about VPNs and saying, I know how much you disliked VPN look at this article. And it was talking about this whole thing with express VPN. So they just now all over the place, the discussions online about what. Been to hear who the founder was, the CEO, the CTO, this growing portfolio that they have in Sunbrella of ownerships, that now is centralized in a multiple VPNs. [00:24:15] Now, Cape technology only started acquiring VPN companies about four years ago. And they've been in business now for over a decade. And what were they doing before? They started buying VPN companies? While they own VPN companies. Oh, they were a major manufacturer and distributor of. Malware of varying types. [00:24:40] Now the first part of the show today, of course, I was explaining some of the differences, like ad words, et cetera, so that you could understand this story. Right? Ghulja that? So you can understand this. That's what these guys have been doing. It's absolutely crazy. So the F the co-founder of Cape technology and former CEO started his career in information technologies while serving in the Israeli defense forces. [00:25:08] As I mentioned, Israeli intelligence Corps under unit 8,200 it's that unit is responsible for. Dean what's called signal intelligence and data decryption. Now we have signal intelligence here as well, and that's basically intercepting signals, figuring out what's being said, what's going on? Where they are, the size of the forces, et cetera. [00:25:32] I have a friend of mine, a young lady who is in signal intelligence in, I think it's the Navy, but every part of our military has it is. However, our military doesn't directly control VPM services like express VPN that can be used in a very big spike capacity. That's what I'm really concerned about. Now. I also, I found an interesting article on zero hedge about this, uh, you know, this company express, VPN being acquired. [00:26:06] But they're also pointing out that companies that were founded by former operatives of unit 8,200. That again, the Israeli version of the NSA included. Ways Elbit systems, which is right in my hometown of Merrimack, New Hampshire and slews of other startups now ways. Right. I, I used ways I recommended people to use it and of course, Google bought it a few years back and that's when I stopped using it, but it was really nice. [00:26:39] It worked really well. And I had no idea the information was likely going to. The Israeli defense Corps. Oh my goodness. There's spy agencies, uh, and a bunch of other startups, by the way. It's estimated that there have been over 1000 stack tech startups that came out of the people working at unit 8,208. [00:27:07] Again, they're CIA NSA, uh, guys, their spine on everybody. You can, you believe that? And they've been bought by a mentioned Google, but other companies like Kodak, PayPal, Facebook, Microsoft have bought them. So in addition to the thousands of companies, according to zero. Uh, unit 8,200 has also fostered close working relationship with the U S government, which you would expect, right? [00:27:33] Edward Snowden. You remember him? He disclosed leaked documents. He obtained, which included an agreement between the NSA and the Israeli defense force. The agreement showed that the U S intelligence. Agency would share information. It collected under domestic surveillance operations with it. Israeli counterpart. [00:27:53] You remember we talked before about the five eyes, seven eyes searching eyes. It's up in the twenties. Now these countries that spy on each other citizens. For the other countries, right? Yeah. Your information might not be collected by the U S government, but the U S government gets it by buying it from private contractors, which it says it can do because we're only barred from collecting it ourselves. [00:28:17] We can use private contractors that collected on you. And also by going in partnership with foreign government. Because again, we can't collect that information, but we can certainly have the Israelis or, or the Brits or the Australians or Canada. They could collect it from. Can you believe this, how they're just stretching these rules to fit in what they want to fit. [00:28:39] Okay. Completely ignoring not only the constitution, but the laws of the United States. It's, it's just absolutely incredible. So critics of this unit, Eddy 200 attested that the Israeli intelligence outfit routinely uses the data received from the NSA by providing it to. Politicians Israeli politicians for the basics of blackmailing. [00:29:06] Yes. Blackmailing others. Yes. Indeed. Other whistle blowers have revealed any two hundreds operations have been able to disrupt Syrian air defense systems, hack Russia. Cap Kaspersky labs. You remember I told you guys don't use Kaspersky antivirus and has outfitted several Israeli embassies with Glendale, seen surveillance systems, cleanse Stein. [00:29:31] However you want to pronounce it. By the time Cape technologies acquired his first VPN company. Uh, the CE original CEO had left and he went on to found cup pie before leaving as it CEO in 2019, it goes on and on, uh, bottom line gas, SWAT express VPN, which is advertised by so many conservatives. Now looks like it is actually part of a spy operation. [00:30:01] So sign up now. Craig peterson.com. Craig peterson.com/subscribe. You're going to want to attend my free VPN webinar. Hey, I don't have anything to sell you when it comes to VPNs. I just want you to know the truth. [00:30:17] Labor shortages are making businesses turn direction. And now that we're laying off people or firing them because they didn't take the jab, what are businesses going to do? Well, I have news for you that reduced workforce, well, guess what?. [00:30:34] U.S. Businesses are really seriously moving to automation. [00:30:39] Now they've been doing this since the start of this whole lockdown. They were doing it even before then. I tell the story of when I was in France, a boom went four or five years ago now, and I stayed off the beaten path. I was not in the touristy areas. I speak French. So I went just where the. I decided to go, my wife and I, so we rented a car and we spent a month just kind of driving around where do we want to go next to, or do we want to go next? [00:31:08] It was a whole lot of fun. And while we were there on a Sunday, I came to realize that these small French towns have no restaurants open on Sunday, nothing at all, talking about a bit of a culture shock. That's not true. There was one restaurant opened in the town and that restaurant was, and McDonald's. [00:31:30] So when I go to McDonald's here a few years ago in France, central France. And when I walk in, there's nobody at the counter, but they're all. Oh, half a dozen kiosks out front. So you go and you order your hamburger, whatever might be, or your drinks, et cetera, right there in the kiosk, you pay for them riding the kiosk. [00:31:53] And there's some people working out back that are then making the hamburgers or the milkshakes or coffee, whatever you ordered and bringing it up to the front. And then they just put her right there for you to grab that simple. And this was of course, pre. Down days, I assume that it has gone even more automated. [00:32:14] Uh, they're in France, but hard to say. And I've seen the same thing here in the us. I was out in Vermont just about a month ago and I was riding with a buddy of mine, motorcycle riding, couple of buddies, actually. And we stopped in this small. Town. And we went to this little breasts, breakfast restaurant and the breakfast restaurant had maybe four or five tables inside. [00:32:42] And you just sat at the table. No waitress came up, but there's little sign with the QR code. So it said a scan, the QR code to get started. So you scanned it, it knew based on the QR code, which table you were at, and it showed you the menu that was in effect right then and there. So the lunch menu or the breakfast or the all day, you got to pick it and then you selected what you wanted. [00:33:08] It used whatever payment you wanted. I used apple pay. And in order to pay for my breakfast and my buddy ordered what he wanted. And then out came a waitress who delivered the food. Once it was already in the drinks, it was very automated. It allowed them to cut back on some people and others, this small restaurant, they probably had one last waitress, but when you kind of had in the shifts. [00:33:33] Days and vacation days is probably two waitresses. So they're saving some serious money because a system like this that you just scan a QR code and do the order and it prints up in the kitchen is cheap compared to hiring. Well, of course, it's hard to hire people, especially in the restaurant industry nowadays heck and in my business where we go in and we do analysis of computer networks and systems, it's almost impossible to find people that are really well qualified that understand the regulations that apply to these different businesses. [00:34:10] So it's like, forget about it. There's more than a million of these jobs open right now. And just in this cybersecurity. Well, September mark, the end of the real lockdown induced unemployment benefits workers. Didn't just flood the labor market as we kind of expected. And we have now few, we have more people now. [00:34:38] Who are out of the workforce. Who've decided not to look for a job than we did in 2008. So that's telling you something 2008 during the great recession. Interesting things are about to happen, but there's a great little article that I found in. Times this week, and it's talking about this quality local products company out of Chicago, the prince logos on merchandise, like t-shirts water bottles, you know, the little stress balls, all of that sort of stuff. [00:35:10] And he said prior to the pandemic, we had over 120 employees. That's the co-founder talk in there. And he said, Primary focus was on growth. We simply plugged any holes or any efficiencies that we could along the way with human capital, bringing people in. But once the lockdown happened, of course, all of a sudden now you don't have the access to employees you had before. [00:35:36] So they had a huge decrease also in business. So those two went hand in hand. They let a lot of people go and they use the opportunity to program many of the previous manual and human controlled activities into computers. So now 18 months later, yeah, two weeks to flatten the curve. Right? 18 months later, the company employees, 83 workers. [00:36:03] And as managing a workload, that's pretty much the same as pre lockdown. So they went from over 120 employees down to 83. So basically they cut 40 employees from the workforce. That's a whole lot of quarter of the workforce gone. They don't need them anymore. So that's going to help produce more profits for them. [00:36:27] A lot more profits. Cause usually automating. Yeah, it can be painful, but it usually has major paybacks and that's exactly what it had for them. And they're saying that they anticipate that they can reduce employees even more by the end of this year and get their head count below. 50 now 50 is a magic number. [00:36:48] So it was a hundred when it comes to employees. Well, one is like the biggest magic number because when, once you have one employee, you all of a sudden have to comply with all kinds of rules, regulations, state, local, federal. But if you hit 50 employees, you have the next step of major new regulations that are gonna affect your business. [00:37:09] And then when you hit a hundred employees, Even more, so many people try and keep their businesses below 50 employees because it's just not worth it to have all of those regulations, additional regulation, taxes, and everything else. Another company, this is a California based property management. The managing more than 90,000 commercial and residential properties. [00:37:33] And what they've done is they added a chat feature to the website, the company's called sea breeze. And he says, even though we have the live chat, you can still reach us outside of business hours. Well, You are using the chat or you can call us either way, but they're saying people like the simple form and someone gets back to them as soon as they can. [00:37:57] So they're avoiding now having staff available 24 7 to respond to chat messages and to respond to the voicemails and phone calls that come in. So it's pretty good all the way around, frankly, new shopping models are in place. I'm looking at a picture of a business and it has. Of course, a window up front and in the window they have jewelry. [00:38:21] This is a jewelry store and they've got QR codes in front of each of these pieces of jewelry right on the inside of the window. So if you're interested in finding out more about that piece of jewelry, Just scan the QR code. It'll take you to the right page on their website and we'll even let you buy the jewelry and they will mail it to you again. [00:38:46] How's that for? Great. If you have a business in a tourist jury area and you don't want to be open until 11:00 PM at night, your story can keep selling for you. Even when you're close. This is window shopping, taken to an extreme, very simple. To do as well. This company is called full me waiter. Obviously they've got a bit of a sea theme here. [00:39:10] So once someone orders the jewelry and the other merchandise sent right to them, or they can have it set for pickup in the store, when they next open it's phenomenal. They're calling. Alfresco shopping space, right from the sidewalk. So businesses again are returning to pre pandemic levels and he, this guy is available in the store by appointment only he's loving it. [00:39:37] And he says that customers have been so satisfied with this QR code window shopping contract. That he wrote a guidebook. You can get it@scantshopsolution.com or excuse me, scan, just shop solution.com. I misread that. So any retailers who want to use this method, if you don't know what QR codes are, or you don't know how to code it into a website, et cetera, she's got webinars she's taught on it and she's got the guide book. [00:40:05] I think this is great. Right? So she's now making some money on. Explain to other people, how she did this. It's phenomenal across industries. Epic times is saying the staffing shortages could be temporary, but as firms are further embracing, embracing automation and all of its benefits, some of these jobs that people just don't want anymore may actually be going away. [00:40:33] And I think this is ultimately a problem. We had, uh, you know, again, I'm older generation, right? Us baby boomers. We had opportunities when we were younger. I had newspaper routes. I had the biggest drought in the area. I can't remember. It was like 120 homes. It was huge. It took me hours to do, but I made money. [00:40:56] I learned how to interact with people. I knew, I learned how to do bill collection, how important it was not to let customers get too far behind on their bills. Although I have been slack on that one, I'm afraid, but it helped me out a lot. So, what are kids going to do that need to learn a work ethic that need to be able to have a job, make the mistakes, maybe get fired a once or twice or, or three times maybe learn how to interact with customers. [00:41:27] Everyone, I think can benefit from some retail experience. Get that when you're young and if these jobs don't exist, then. Or the younger generations here, are they just going to be trying to find jobs they can do with Instagram? Right? They're all I know. A few kids who have said, well, I'm a social media influencer and you look them up and okay. [00:41:50] So they got a thousand people following them. I have far more than that, but you know, it, that's not a job. It's not going to last. Your looks are only going to last so long. Right now you start having a family and you start working hard outdoors, et cetera. There's a lot of things that make that all go away. [00:42:09] So I think many businesses now we're going to continue to accelerate our plans program out and. A lot of weld pain positions, as well as these entry-level positions in the next five or 10 years. Really? I don't even know if it's going to be 10 years retool retrain our workforce, or everyone's going to be in for a world of hurt. [00:42:33] Hey, make sure you subscribe. So you're not in a world of hurt. Get my latest in news, especially tech news and cybersecurity. Craig peterson.com. [00:42:46] In this day and age, if you don't have a burner identity, you are really risking things from having your identities stolen through these business, email compromises. It's really crazy. That's what we're going to talk about. [00:43:03] An important part of keeping ourselves safe in this day and age really is con to confuse the hackers. The hackers are out there. They're trying to do some things. For instance, like business, email compromise. It is one of the biggest crimes out there today. You know, you hear about ransomware and. It hits the news legitimately. [00:43:26] It's very scary. It can really destroy your business and it can hurt you badly. If you're an individual you don't want ransomware. Well, how about those emails that come in? I just got an email in fact, from a listener this week and they got a phone call. His wife answered and it was Amazon on the phone and Amazon said, Hey, listen, your account's been hacked. [00:43:54] We need to clear it up so that your identity doesn't get stolen. And there's a fee for this. It's a $500 fee. And what you have to do is just go to amazon.com. Buy a gift card and we'll then take that gift card number from you. And we'll use that as the fee to help recover your stolen information. So she went ahead and did it. [00:44:20] She went ahead and did all of the things that the hackers wanted and now they had a gift card. Thank you very much. We'll follow up on this and. Now she told her husband, and of course this isn't a sex specific thing, right. It could have happened to either one. My dad fell for one of these scams as well. [00:44:44] So she told her husband or her husband looked at what had happened and said, oh my gosh, I don't think this is right. Let me tell you, first of all, Amazon, your bank, various credit card companies are not going to call you on the phone. They'll send you a message right. From their app, which is usually how I get notified about something. [00:45:10] Or they will send an email to the registered to email that. Uh, that you set up on that account. So that email address then is used by them to contact you right. Pretty simple. Or they might send you a text message. If you've registered a phone for notifications, that's how they contact you. It's like the IRS. [00:45:35] I was at a trade show and I was on the floor. We were exhausted. And I got no less than six phone calls from a lady claiming to be from the IRS and I needed to pay right away. And if I didn't pay right away, they were going to seize everything. And so all I had to do. Buy a gift card, a visa gift card, give her the number and she would use that to pay the taxes it and this lady had a, an American accent to one that you would recognize. [00:46:10] I'm sure. And it's not something that they do now. They do send emails, as I said. So the part of the problem with sending emails is, is it really them? Are they sending a legitimate email to a legitimate email address? Always a good question. Well, here's the answer. Yeah, they'll do that. But how do you know that it isn't a hacker sending you the email? [00:46:42] It can get pretty complicated. Looking into the email headers, trying to track. Where did this come from? Which email servers did it go through? Was it authenticated? Did we accept? Did the, uh, the provider use proper records in their DNS, the SPIF, et cetera, to make sure that it's legitimate. Right? How do you follow up on that? [00:47:07] That's what we do for our clients. And it gets pretty complicated looking at DKMS and everything else to verify that it was legitimate, making sure that the email came from a registered MX server from the, the real center. There is a way around this. And this has to do with the identities, having these fake burner identities. [00:47:33] I've been doing this for decades myself, but now it's easy enough for anybody to be able to do. There are some services out there. And one of the more recommended ones. And this is even the New York times, they have an article about this. They prefer something called simple log-in. You can find them online. [00:47:57] You can go to simple login dot I O. To get started now it's pretty darn cool. Cause they're using, what's called open source software it's software. Anybody can examine to figure out is this legitimate or not? And of course it is legitimate, but, uh, they it's, it's all out there for the whole world to see. [00:48:17] And that means it's less likely in some ways to be hacked. There are people who argue that having open source software means even more. In some ways you are, but most ways you're not, anyways, it doesn't matter. Simple login.io. Now, why would you consider doing this? Uh, something like simple login? Well, simple login is nice because it allows you to create dozens and dozens of different email address. [00:48:51] And the idea is with simple log-in it will forward the email to you at your real email address. So let's say you're doing some online shopping. You can go ahead and set up an email address for, you know, whatever it is, shopping company.com, uh, that you're going to use a shopping company.com. So you'd go there. [00:49:13] You put in two simple log-in, uh, I want to create a new identity and you tag what it's for, and then you then go to some, um, you know, shopping company.com and use the email address that was generated for you by simple login. Now you're a simple login again. Is it going to be tied into your real email account, wherever that might be if using proton mail, which is a very secure email system, or if using outlook or heaven forbid Gmail or one of these others, the email will be forwarded to you. [00:49:52] You will be able to see that indeed that email was sent to your. Shopping company.com email address or your bank of America, email address, et cetera, et cetera, that makes it much easier for you to be able to tell, was this a legitimate email? In other words, if your bank's really trying to get ahold of you, and they're going to send you an email, they're going to send you an email to an address that you use exclusive. [00:50:22] For bank of America. In reality, you only have the one email box that is over there on wherever proton, mail, outlook, Gmail, your business. You only have that one box you have to look at, but the email is sent to simple login. Does that make sense? You guys, so you can create a, these alias email boxes. It will go ahead and forward. [00:50:49] Any emails sent to them, to you, and you'll be able to tell if this was indeed from the company, because that's the only place that you use that email address. That makes it simple, but you don't have to maintain dozens or hundreds of email accounts. You only have the one email account. And by the way, you can respond to the email using that special aliased email address that you created for the shopping company or bank of America or TD or whomever. [00:51:22] It might be, you can send from that address as well. So check it out online, simple log-in dot IO. I really liked this idea. It has been used by a lot of people over, out there. Now here's one other thing that it does for you, and this is important as well. Not using the same email address. Everywhere means that when the hackers get your email address from shopping company.com or wherever, right. [00:51:56] pets.com, you name it. They can not take that and put it together with other information and use that for business, email compromise. Does that make sense? It's it makes it pretty simple, pretty straightforward. Don't get caught in the whole business email compromise thing. It can really, really hurt you. [00:52:19] And it has, it's one of the worst things out there right now, dollar for dollar it's right up there. It, by the way is one of the ways they get ransomware into your systems. So be very careful about that. Always use a different email address for every. Website you sign up for. Oh, and they do have paid plans like a $30 a year plan over at simple IO will get you unlimited aliases, unlimited mailboxes, even your own domain name. [00:52:50] So it makes it pretty simple, pretty handy. There's other things you might want to do for instance, use virtual credit cards. And we'll talk about those a little bit. As well, because I, I think this is very important. Hey, I want to remind everybody that I have started putting together some trainings. [00:53:12] You're going to get a little training at least once a week, and we're going to put all of that into. We have been calling our newsletter. I think we might change the name of it a little bit, but you'll be getting those every week. And the only way to get those is to be on that email list. Go to Craig peterson.com/subscribe. [00:53:35] Please do that right. I am not going to harass you. I'm not going to be one of those. And I've never been one of those internet. Marketers is sending you multiple dozens of emails a day, but I do want to keep you up to date. So stick around, we will be back here in just a couple of minutes. And of course you're listening to Craig Peterson. [00:53:59] And again, the website, Craig peterson.com stick around because we'll be right back. [00:54:05] One of the best ways to preserve your security on line is by using what we're calling burner identities, something that I've been doing for more than 30 years. We're going to talk more about how to do that right. [00:54:20] We've talked about email and how important that is. I want to talk now about fake identities. Now, a lot of people get worried about it. It sounds like it's something that might be kind of sketchy, but it is not to use fake identities in order to confuse the hackers in order to make it. So they really can't do the things that they. [00:54:46] To do they can't send you fishing ear emails, particularly spear phishing emails. That'll catch you off guard because you're using a fake. How do you do that? Well, I mentioned to you before that I have a thousands of fake identities that I created using census data. And I'm going to tell you how you can do it as well. [00:55:13] Right? There's a website out there called fake name a generator. You'll find it online@fakenamegenerator.com. I'm on that page right now. And I'm looking at a randomly generated identity. It has the option right on this page to specify the sex. And it says random by default, the name set, I chose American the country United States. [00:55:44] So it is applying both American and Hispanic names to this creative. And now remember it's doing the creation based on census data and some other public data, but it is not giving you one identity of any real. I think that's important to remember, and you're not going to use these identities for illegal purposes. [00:56:11] And that includes, obviously when you set up a bank account, you have to use your real name. However, you don't have to use your. If you will real email address, you can use things like simple login that will forward the email to you, but we'll let you know who was sent to. And if you only use that one email address for the bank, then you know that it came from the bank or the email address was stolen from the bank. [00:56:40] Right. All of that stuff. We've talked about that already. So in this case, The name has come up with for me is Maurice D St. George in Jacksonville, Florida even gives an address, uh, in this case it's 36 54 Willis avenue in Jacksonville, Florida. So if I go right now, Uh, two, I'm going to do use Google maps and I am going to put in that address. [00:57:11] Here we go. Jacksonville willows avenue, all the guests. What there is a Willis avenue in Jacksonville, and it's showing hoes from Google street view. Let me pull that up even bigger. And there it is. So ta-da, it looks like it gave me. Fairly real address. Now the address it gave me was 36 54, which does not exist. [00:57:40] There is a 365, but anyways, so it is a fake street address. So that's good to know some, if I were to use this, then I'm going to get my. Uh, my mail saying why about I pass? So, uh, Maurissa tells you what Maurice means, which is kind of neat. It'll give you a mother's maiden name. Gremillion is what a gave me here, a social security number. [00:58:06] So it creates one that passes what's called a check sum test. So that if you put it into a computer system, it's going to do a real quick check and say, yeah, it looks. To me. So it's was not just the right number of digits. It also passes the check, some tasks. Well-known how to do a check sum on their social security numbers. [00:58:27] So again, it's no big deal. And remember, you're not going to use this to defraud anyone. You're going to use this for websites that don't really need to know, kind of give me a break. Why do you need all this information? It gives me a phone number with the right area code. Uh, and so I'm going to go ahead and look up this phone number right now. [00:58:50] Remember, use duck, duck go. Some people will use Google search and it says the phone number gave me is a robo call. As I slide down, there's some complaints on that. Uh, so there you go. So they giving us a phone number that is not a real person's phone number, country code, of course one, cause I said United state birth date. [00:59:13] Oh, I was born October 7th, year, 2000. I'm 20 years old. And that means I'm a Libra. Hey, look at all this stuff. So it's giving me an email address, which is a real email address that you can click to activate or right there. Again, I mentioned the simple login.io earlier, but you can do a right here and it's got a username and created for me a password, which is actually a pretty deep. [00:59:41] The password. It's a random one, a website for me, my browser user agent, a MasterCard, a fake MasterCard number with an expiration and a CVC to code all of this stuff. My height is five six on kind of short for. Uh, my weight is 186 pounds own negative blood type ups tracking number Western union number MoneyGram number. [01:00:11] My favorite color is blue and I drive a 2004 Kia Sorento and it also has a unique ID. And, uh, you can use that wherever you want. So the reason I brought this up again, it's called fake name generator.com is when you are going to a website where there is no legal responsibility for you to tell them the true. [01:00:39] You can use this. And so I've, I've used it all over the place. For instance, get hub where you have, uh, it's a site that allows you to have software projects as you're developing software. So you can put stuff in, get hub. Well, they don't know to know, need to know who I really am. Now they have a credit card number for me. [01:01:01] Because I'm on a paid plan. I pay every month, but guess what? It isn't my real credit card number. It isn't the number that I got from fake name generator. My credit card company allows me to generate either a single use credit card numbers, or in this case, a credit card. Number four, get hub doc. So just as an example, that's how I use it. [01:01:24] So if get hub gets hacked, the hackers have an email address and a name that tipped me off right away, where this is coming from. And if the email didn't come from GitHub by no, they either sold my information to a marketing company, or this is a hacker. Trying to manipulate me through some form of his fishing scheme. [01:01:47] So I know you guys are the breasts and best and brightest. A lot of you understand what I'm talking about and I'm talking about how you can create a burner identity. And let me tell you, it is more important today to create a burner identity. Then it has ever been at any point in the past because frankly burner identities are one of the ways that you can really mess up some of the marketing firms out there that are trying to put the information together, these data aggregator companies, and also the hackers. [01:02:24] And it's really the hackers that were off up against here. And we're trying to prevent them from. Getting all of this information. So when we come back, I want to talk about the next step, which is which credit cards can you get? These single use card numbers from? Should you consider using PayPal when my Google voice be a really good alternative for you? [01:02:52] So we're going to get into all of that stuff. Stick around in the meantime, make sure you go to Craig peterson.com/subscribe. Get my newsletter. All of this. Is in there. It makes it simple. It's a simple thing to do. Craig peterson.com. And if you have any questions, just email me M e@craigpeterson.com. [01:03:20] Having your credit card stolen can be a real problem for any one of us. It gives the bad guys, a lot of options to spend a lot of money very quickly. We're going to talk right now about virtual credit cards. What are they, what does it mean? [01:03:37] Virtual credit cards come in two basic forms. [01:03:41] One is a single use credit card, which was quite popular back when these things first came out and another one is a virtual credit card that has either a specific life. In other words, it's only good for 30 days or that can be used until you cancel it. If you have a credit card, a visa, MasterCard, American express discover all of the major card issuers will give you the ability to reverse any charges that might come onto your cards. [01:04:19] If your card is stolen or missing. Now that makes it quite easy. Doesn't it? I want to point out that if you're using a debit card, as opposed to a credit card, there's not much challenging you can do with the credit card. You can say, I am not going to make my pain. And, uh, because of this, that, and the other thing, this was stolen, et cetera, they can file it as a disputed charge. [01:04:46] They can do an investigation find out. Yeah. I'm you probably were not at a bus terminal down in Mexico city, which happened to me. 'cause I was up here in New Hampshire, quite a ways down to Mexico city. And so they just reversed it out. That money never came out of my bank account because it was on a credit card. [01:05:08] If I were using a debit card. That money would have come right out of my account. Now, mind you, a bus ticket in Mexico city is not very expensive, but many people have had charges of many thousands of dollars. And if you need that money in your checking account, and you're using a debit card, you got a problem because your check for, well, if you ever have to pay rent again, red check is going. [01:05:38] Bound because they just empty it out to your bank account. So now you have to fight with the bank, get the money back. They will, they will eventually refund it, but it could make some of you. Transactions that you might've written a check or something, it'll make them bounce. And that could be a real problem. [01:05:57] These, it could make them bounce. So using a credit card is typically less of a hassle online. So why would you want to use a virtual card or also known as a master credit card? Masked and may S K E D? Well, the main reason behind this is to allow you. Control payment. I've used them. In fact, I use them exclusively on every website online. [01:06:29] And I'm going to tell you the names of some of them here in just a couple of minutes, but I use them all of the time. And part of the reason is let's say, I want to camp. Uh, service. Have you ever tried to cancel a service before and you have to call them many times, right. And so you're, you're arguing with somebody overseas somewhere who doesn't want you to close the account. [01:06:53] And of course the. Bump you up to the next level person who also doesn't want you to close the account. And so you have to fuss fuss, fuss, fuss. Have you ever had that experience and I'm sure you have. It just happens all the time. So with using the virtual credit card, Well, the advantage to me is, Hey, if you are going to try and fight with me, I don't care because I'm just going to cancel that credit card number. [01:07:24] So I don't have to cancel my credit card. I don't have to have the company reissue credit card for me. I don't have to do any of this sort of thing that makes my life pretty easy. Doesn't it? And so, because of that, I am now I think in a much better. Place, because it just, I don't have to fight with people anymore. [01:07:43] So that's one of the reasons I used it. The other big reason is if it gets stolen, they can cause less harm. Some of these credit card it's virtual credit cards are set up in such a way that you can limit the amount that's charged on them. Do you like that? So if you are using it on a site that maybe is charging you $50 a month, no problem. [01:08:09] $50 a month comes off of the credit card. And if someone tries to charge more bounces and then hopefully you find out, wait a minute, it just bounced on me right now. Then next step up is okay. It bounced and. Uh, I am just going to cancel the card and then you issue a new credit card number for that website. [01:08:32] So an example. In my case has get hub.com. We keep software up there and they charge me every month if get hub were to get hacked and that credit card number stolen I'm I really don't care because there's almost nothing that can happen. And if good hub doesn't properly cancel. My account, I can just cancel the credit card and, you know, let them come after me. [01:08:57] Right. This isn't going to happen. So then it's also called a master credit card number because it's a little safer than using your real credit card details. I also want to point out something about debit card. I went for years with no credit cards at all. Nowadays, many of my vendors will take a credit card for payment. [01:09:20] And in fact, give me a bit of a better deal. And then with the credit card, I can get 2% cash back, which I use to pay down the credit card. Right. It couldn't get any better than that, but when you're using a debit card, what I always. Is I had two accounts that I could transfer money between at the bank. [01:09:42] So I had one checking account. That was my main operating, if you will account. And then I had another checking account where I would be. Just moving money out of it. Or you could even do it with a savings account, but some banks, they only let you do so many transactions a month on a savings account. So the idea is I know that I have this much in credit card obligate while debit card obligations for this month, that money is going to be coming out. [01:10:11] So I make sure that. In the debit card account to cover the legitimate transactions I know are coming up and then I keep everything else in the other account. And then I manually transferred over every month. So that's how I dealt with the whole debit card thing. And it worked really well for me. Bottom line. [01:10:30] I think it's a really great. So there you go, who are the companies that you can use to do this? I've used some of these before all of them have worked really well. If you have a capital one credit card, they have something called Eno, E N O, and it's available to all capital one card. You know, even has an extension for your web browsers. [01:10:59] So if it notices you're on a webpage, it's asking for credit card number, it'll pop up and say, do you want me to create a credit card number or a virtual one for this websites you can make your payment. Does it get much easier than that? Citibank has something they call a virtual credit cards available to all Citibank card holders, master pass by MasterCard. [01:11:23] That's available to any MasterCard visa, American express discover Diner's club card holders, credit, debit, and prepaid cards by their way. So you might want to check that one out. Uh, yeah, so that's the only one I see on my list here. That will do it for debit cards, Masterpass by MasterCard American express checkouts, available to all American express card holders. [01:11:51] Chase pay available to all chase card holders, Wells Fargo, wallet, uh, visa checkouts, available to all visa, MasterCard, and American express and discover color card holders, credit and debit cards. Plus. Prepaid cards. Okay. So it does do the debit cards as well. Final that's all owned by Goldman Sachs and is not accepting any new applicants and entro pay. [01:12:19] Also not accepting new applicants. There's a couple online. You might also want to check out our Pyne. Premium Al buying. I'm buying a, B I N E blur premium. You might want to check that out as well. All right, everybody make sure you check me out. Craig peterson.com/subscribe. [01:12:43] We're going to wrap up how you should be using these burner identities of few more tips and tricks that are going to help keep you safe from the hackers that are out there. So here we go. [01:12:58] There are a lot of hackers out there. [01:13:01] The numbers are just astounding. The cost of these hackers coming in and stealing our information is just unbelievable. And it goes all the way from big corporations, from things like the colonial pipeline, the U S government all the way on down through you and me. I want to tell you a little story about a friend of mine. [01:13:28] He is about 75 years old and he supplements his income by driving for Uber eats and one other company. And so what he'll do is someone puts in an order for food somewhere. He'll go pick it up and then he'll drive it to where whoever wanted wanted, whoever ordered it. Now, there are. Pricing number of scams with this. [01:13:55] So he's very careful about some of that orders, a cookie, for instance, because it's usually a bit of a scam anyways, we won't get into those, but I'll tell you what happened to him. His information was stolen online as it was probably yours. Mine I know was as well. So it's all stolen. What do you do? While in his case, what ended up happening is they managed to get into his email account. [01:14:27] Once they're in his email account, they now had access to the emails he was getting from one of these companies. Now it wasn't the Uber eats guy. He was, there was another company. So let's just explain this a little bit. Uber eats sends him a request for him to go ahead and do a double. So, you know, go to the restaurant, pick it up and take it to this client's house. [01:14:54] And in order for him to register, he had to register an email address. Now, of course, he uses the same email address for everything, all of the. Now, personally, that drives me a little bit insane, but that's what he does. And he has just a few passwords. Now. He writes them down a little book and heaven forbid he ever lose the book so that he can remember them. [01:15:24] He just wants to keep his life simple. Right. He's 75. He's not technophobic, but you know, he's not up on all of this stuff. What he found was a paycheck didn't show. And it was an $800 paycheck. We're talking about real money that he should have had in his. It didn't show up. So he calls up the company and says what happened to my paycheck and their record show? [01:15:53] Yes, indeed. It had been paid. We paid you, we deposited right into your account. Just like you asked. Yeah. You know, ACH into the account. Great. Wonderful. What had happened is bad guys had gone, gained control of his email address and use that now. Because they figured, well, I see some emails in his account from this food delivery service, so, well, let's try and see if this email address that we're looking at right now. [01:16:26] All of his emails let's look and see. Okay. Yeah. Same. Email address and same password as a used ad at this email address. Yeah, it worked. Okay. Great. So now we have access to this guys food delivery account. So they changed. The bank account number now, easy enough to confirm, right. They change it and send you an email. [01:16:54] Hey, I want to make sure that it was you until the bad guys, the hackers click out, yada yada. Yeah, it was me and then delete the email. So he doesn't see it. And now his $800 paycheck. In fact, I think there were a couple of different checks is deposited directly into the bad guy's bank account and. The money of course is transferred out pretty quickly. [01:17:18] Now the, that guys, these hackers are using what are called mules. You might be familiar with that in the drug trade. They'll have a third party deliver the drugs just to mule. They don't know what all is going on. They probably know the delivering drugs in this case, most of the meals are useful idiots of which there are many in this country. [01:17:43] Unfortunate. Uh, political and otherwise. And these people are convinced that all they need to do is transfer the money into this account so that the hackers can then pull it out. And you know, now they're going to take care of their grandmother who is stuck in the hospital and they have no way to pay for it. [01:18:07] And they can't transfer the money out of the country during. That's one of the stories they use for people. And in many cases, these meals know what they're doing. The FBI earlier this year arrested a whole group of mules out in California that were purposefully transferring the money. They knew what they were doing. [01:18:28] So his money was now out of the country. No way to get it. And this food delivery company was not about to pay him. So it, isn't just the big guys it's you and me as well. So what I want to talk about right now is multi-factor authentication. Now. You guys are the best and brightest. I hope you understand this. [01:18:54] If you have questions, please reach out to me. I am more than
Watch the live stream: Watch on YouTube About the show Sponsored by Shortcut - Get started at shortcut.com/pythonbytes Special guest: The Anthony Shaw Michael #0: It's episode 2^8 (nearly 5 years of podcasting) Brian #1: Where does all the effort go?: Looking at Python core developer activity Łukasz Langa A look into CPython repository history and PR data Also, nice example of datasette in action and lots of SQL queries. The data, as well as the process, is open for anyone to look at. Cool that the process was listed in the article, including helper scripts used. Timeframe for data is since Feb 10, 2017, when source moved to GitHub, through Oct 9, 2021. However, some queries in the article are tighter than that. Queries Files involved in PRs since 1/1/20 top is ceval.c with 259 merged PRs Contributors by number of merged PRs lots of familiar names in the top 50, along with some bots it'd be fun to talk with someone about the bots used to help the Python project nice note: “Clearly, it pays to be a bot … or a release manager since this naturally causes you to make a lot of commits. But Victor Stinner and Serhiy Storchaka are neither of these things and still generate amazing amounts of activity. Kudos! In any case, this is no competition but it was still interesting to see who makes all these recent changes.” Who contributed where? Neat. There's a self reported Experts Index in the very nice Python Developer's Guide. But some libraries don't have anyone listed. The data does though. Łukasz generated a top-5 list for each file. Contributing to some file and have a question. These folks may be able to help. Averages for PR activity core developer authoring and merging their own PR takes on average ~7 days (std dev ±41.96 days); core developer authoring a PR which was merged by somebody else takes on average 20.12 days (std dev ±77.36 days); community member-authored PRs get merged on average after 19.51 days (std dev ±81.74 days). Interesting note on those std deviations: “Well, if we were a company selling code review services, this standard deviation value would be an alarmingly large result. But in our situation which is almost entirely volunteer-driven, the goal of my analysis is to just observe and record data. The large standard deviation reflects the large amount of variation but isn't necessarily something to worry about. We could do better with more funding but fundamentally our biggest priority is keeping CPython stable. Certain care with integrating changes is required. Erring on the side of caution seems like a wise thing to do.” More questions to be asked, especially from the issue tracker Which libraries require most maintenance? Michael #2: Why you shouldn't invoke setup.py directly By Paul Ganssle (from Talk Python #271: Unlock the mysteries of time, Python's datetime that is!) In response to conversation in Talk Python's cibuildwheel episode? For a long time, setuptools and distutils were the only game in town when it came to creating Python packages You write a setup.py file that invokes the setup() method, you get a Makefile-like interface exposed by invoking python setup.py [HTML_REMOVED] The last few years all direct invocations of setup.py are effectively deprecated in favor of invocations via purpose-built and/or standards-based CLI tools like pip, build and tox. In Python 2.0, the distutils module was introduced as a standard way to convert Python source code into *nix distro packages One major problem with this approach, though, is that every Python package must use distutils and only distutils — there was no standard way for a package author to make it clear that you need other packages in order to build or test your package. => Setuptools Works, but sometimes you need requirements before the install (see cython example) A build backend is something like setuptools or flit, which is a library that knows how to take a source tree and turn it into a distributable artifact — a source distribution or a wheel. A build frontend is something like pip or build, which is a program (usually a CLI tool) that orchestrates the build environment and invokes the build backend In this taxonomy, setuptools has historically been both a backend and a frontend - that said, setuptools is a terrible frontend. It does not implement PEP 517 or PEP 518's requirements for build frontends Why am I not seeing deprecation warnings? Use build package. Also can be replaced by tox, nox or even a Makefile Probably should just check out the summary table. Anthony #3: OpenTelemetry is going stable soon Cloud Native Computing Foundation project for cross-language event tracing, performance tracing, logging and sampling for distributed applications. Engineers from Microsoft, Amazon, Splunk, Google, Elastic, New Relic and others working on standards and specification. Formed through a merger of the OpenTracing and OpenCensus projects. Python SDK supports instrumentation of lots of frameworks, like Flask, Django, FastAPI (ASGI), and ORMs like SQLalchemy, or templating engines. All data can then be exported onto various platforms : NewRelic, Prometheus, Jaeger, DataDog, Azure Monitor, Google Cloud Monitoring. If you want to get started and play around, checkout the rich console exporter I submitted recently. Brian #4: Understanding all of Python, through its builtins Tushar Sadhwani I really enjoyed the discussion before he actually got to the builtins. LEGB rule defines the order of scopes in which variables are looked up in Python. Local, Enclosing (nonlocal), Global, Builtin Understanding LEGB is a good thing to do for Python beginners or advanced beginners. Takes a lot of the mystery away. Also that all the builtins are in one The rest is a quick scan through the entire list. It's not detailed everywhere, but pulls over scenic viewpoints at regular intervals to discuss interesting parts of builtins. Grouped reasonably. Not alphabetical Constants: There's exactly 5 constants: True, False, None, Ellipsis, and NotImplemented. globals and locals: Where everything is stored bytearray and memoryview: Better byte interfaces bin, hex, oct, ord, chr and ascii: Basic conversions … Well, it's a really long article, so I suggest jumping around and reading a section or two, or three. Luckily there's a nice TOC at the top. Michael #5: FastAPI, Dask, and more Python goodies win best open source titles Things that stood out to me FastAPI Dask Windows Terminal minikube - Kubernetes cluster on your PC OBS Studio Anthony #6: Notes From the Meeting On Python GIL Removal Between Python Core and Sam Gross Following on from last week's share on the “nogil” branch by Sam Gross, the Core Dev sprint included an interview. Targeted to 3.9 (alpha 3!), needs to at least be updated to 3.9.7. Nogil: Replaces pymalloc with mimalloc for thread safety Ties objects to the thread that created them witha. non-atomic local reference count within the owner thread Allows for (slower) reference counting from other threads. Immortalized some objects so that references never get inc/dec'ed like True, False, None, etc. Deferred reference counting Adjusts the GC to wait for all threads to pause at a safe point, doesn't wait for I/O blocked threads and constructs a list of objects to deallocate using mimalloc Relocates the MRO to a thread local (instead of process-local) to avoid contention on ref counting Modifies the builtin collections to be thread-safe (lists, dictionaries, etc,) since they could be shared across threads. IMHO, biggest thing to happen to Python in 5 years. Encouragingly, Sam was invited to be a Core Dev and Lukasz will mentor him! Extras Michael Python Developers Survey 2021 is open More PyPI CLI updates bump2version via Bahram Aghaei (youtube comment) Was there a bee stuck in Brian's mic last time? Brian PyCon US 2022 CFP is open until Dec 20 Python Testing with pytest, 2nd edition, Beta 7.0 All chapters now there. (Final chapter was “Advanced Parametrization”) It's in technical review phase now. If reading, please skip ahead to the chapter you really care about and submit errata if you find anything confusing. Joke:
Oggi su Educare con calma parlo con Elisa Pella di procreazione medicalmente assistita (PMA) e lei ci porta in un viaggio — che per me è stato a tratti emotivo — attraverso la sua esperienza personale. Sono conversazioni importanti, grazie a chi sceglie di farle con noi. Nell'intro mi sbaglio e dico che Elisa quel giorno era rauca, ma in realtà era afona.
We fly the King Cub, a Super Cub beefed up with a 210 hp IO-390, take you behind the scenes of STOL Drag, and give you a look at Honeywell's cloud-connected Anthem flight deck.
Scott recaps work on the Raspberry Pi running CircuitPython and then continues working on SD card support. Visit the Adafruit shop online - http://www.adafruit.com Chat with me and a lot of others on the Adafruit Discord at https://adafru.it/discord. Deep Dive happens every week. Next week is on Friday at 2pm Pacific. 0:00 Getting Started 09:32 Housekeeping 13:00 Raspberry Pi Zero 2 W discussion 19:50 raspberry pi .org vs. .com 20:51 Dune and DOS 21:49 USB Host and Tiny USB 23:07 Edit code on a Pi over BLE 23:38 working on Pi 400 steps to figure out 24:14 Pi-DOS project mention 26:00 Glasses come off / glasses setup 27:00 Pi Zero - epic for CP with .5 GB RAM 29:00 Zero 2 is the ultimate board for CP!!! 29:50 Review last week's status - 30:00 Now Tac has High Speed working 31:08 Last week - HDMI was very slow - investigate caches off/on 31:38 Not caching “enough” 32:48 Scrolling demo, much faster than last week, caching on for everything 33:42 Tweek resolution 34:00 “what is CP” 35:15 Still Broadcom chip 36:14 Flash speed vs. run from RAM 37:37 once I get the SD card working, there will be some re-organization for all the boards 38:20 experiment with screen resolutions, to demo refresh performance 40:17 640x480 REPL - pretty quick 42:00 1080p seems blurry 43:10 Are there any plans to make this a simpler process, eg moving it to a Java IDE? Suggested https://codewith.mu/ 45:10 check out visual studion circuitpython plugin 47:11 Python 3.10 has deprecated “distutils”. Spent my day on that for Yocto Project. It's nice to not need to worry with CP 48:00 rebooted to ‘lower' resolution 48:30 flash wear discussion Nand flash, Nor flash, flash protocol 49:36 Should you have some knowledge of Python before learning Circuit Python? 50:00 Pi4 is ARM64....so theoretically you could port CPY to the M1 chip 50:32 core of CP is just like Python 50:57 SD Cards technical proprietary, but … 51:27 Why use bare-metal CP over blinka ( ease of setup, just does one thing ) 52:20 Implementation 53:11 adafruit_sdcard.py - SPI 1, 4 or 8 bits at a time 54:15 here is a lot of IO stuff that you couldn't do under a Linux kernel like bitbanging is quite hard/limited in a non realtime OS 55:16 raspi3-tutorial / 0B_readsector / sd.c 56:39 habits that lead to more reusable code :-) 57:04 declaring 5 global variables on one line with no comments 57:37 SBD generated structs vs. 58:05 multiple things on one line - suggest using curly braces freely 59:00 initializing some but not all variables ( on one line ) 59:26 ‘weird' globals 59:39 q:is there a native async library in circuitpython? I found a library called "asynccp" it works for me now but it would be better to use the native way. 1:01:04 use single letter variables sparingly 1:02:06 perhaps run it through a formatter 1:02:18 “I still don't know what this code does” :-) 1:02:55 consider naming style for global variables 1:03:15 ‘circle' reference gighub rsta2/circle - well commented 1:04:10 check out the license 1:06:04 sdcard.org PDFs 1:06:44 Scott's Pi Zero arrives on Monday! 1:08:11 640x480 HDMI raspberry pi bare metal REPL demo - last piece is SD card reading in CP - connect to USB mass storage 1:09:40 goal: read SD card over USB 1:10:29 Exception levels - switch from EL2 to EL1 ( os exception level ) CP is running EL1 1:12:00 Waiting for high speed to be merged into tiny USB 1:12:40 HDMI output used for display IO 1:14:40 Looking at board.c in CP ports/broadcom/boards/PI4 1:15:15 sdioio API 1:15:35 “with this big chonky font, CP needs to implement CBM ASCII to get cool map-building "letters"” 1:15:42 detour - fantasy console - mimic but modernize 1:16:34 nerd fonts project (nerdfonts.com) 1:18:00 Does circuitpython use Unicode strings? 1:18:14 Twitter emojis opensourced twitter/twemoji 1:19:44 displayio doesn't display it yet - though emoji variable names do 1:24:30 in cpython you can only use unicode characters in variable names if the belong to the "letter" class, so you can do accented characters, or Chinese, or Hebrew, but not emoji 1:25:37 back to sdioio/SDCard.c 1:27:54 second argument to SD send command - refer to adafruit_sdcard.py 1:30:50 SD Specs - commands , and back to adafruit_sdcard.py 1:39:03 bztsrc/raspi3-tutorial 0B_readsector/sd.c sd_cmd() / 32-bit commands vs BCM2835 ARM Peripherals.docx 1:41:21 Q: been experimenting with the sdcard module on circuitpython but it stops the code if there is no card in the reader 1:42:36 consider the response type ( number of bits ) 1:43:54 sdioio/SDCard.h 1:45:03 sdcard.org Part1_Physical_Layer_Simplified_Specification_Ver800.pdf r2 response codes 1:48:57 autogenerated SVD generated file bcm2711_ipa.h 1:52:45 sdcard.org Design Guide « Whitepaper » is a pretty cool resource. https://www.sdcard.org/cms/wp-content/uploads/2020/11/SD_Express_Design_Guide.pdf 2:04:00 CM4 Appendix B - ordering codes ( wireless, eMMC, RAM ) 2:06:15 Wrap up - next week Pi Zero on Friday 2:09:35 have a great weekend
The best show of the NXT 2.0 era was unsurprisingly the NXT Halloween Havoc special as WWE's developmental brand put on a terrific event for the second-straight year. Host Adam Silverstein dives into this new version of Halloween Havoc, which included three title changes and a perfectly booked main event between NXT champion Tommaso Ciampa and Bron Breakker. "The Silver King" breaks down why Breakker was more successful in defeat than he would have been in victory, why Io Shirai is the best kind of psychopath, when Io should get called up to WWE proper, how NXT fans were forced to turn a corner on MSK, and why Carmelo Hayes and Trick Williams were so funny in Dexter Lumis' haunted house. Plus: Kay Lee Ray, Joe Gacy and the debut of Solo Sikoa. Follow Getting Over on Twitter @GettingOverCast.
On this week's episode of Inside Outside Innovation, we sit down with Kaiser Yang, Co-founder of Platypus Labs and Author of the new book Crack the Code. Kaiser and I talk about the mindsets needed to foster creativity and innovation. And some of the pitfalls you can avoid when trying to spin up your innovation initiatives.Inside Outside Innovation as the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat to what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript of Kaiser Yang, Co-founder of Platypus Labs and Author of Crack the CodeBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host Brian Ardinger. And as always, we have another amazing guest. Today we have Kaiser Yang. He is co-founder of Platypus Labs and author of the book Crack the Code: Eight Surprising Keys to Unlock Innovation. Welcome. Kaiser Yang: Hey, thank you so much, Brian. I'm delighted to be here and be a part of your program. Brian Ardinger: I'm excited to have you on the show. We got connected through Josh Linkner. I was interviewing him about his new book, Big Little Breakthroughs. And he reached out recently to say, hey, Kaiser's got a new book out in and around this particular subject. You've worked with some great companies out there when it comes to Innovation, Heineken, and ESPN, and Coca-Cola. What are some of the most common problems that companies are trying to solve when it comes to Innovation?Kaiser Yang: There's a number of challenges that we help organizations focus on and prioritize. But it really starts at the leadership level of prioritizing Innovation, building the right set of rituals and rewards that motivates team members to drive inventive thinking in their day-to-day responsibilities. And so, we do spend a lot of time working from the leadership level first understanding what the desired state is. What some of the desired outcomes are.And crafting a strategy. And that strategy, it could involve a number of different things from bringing thought leadership to the organization, doing training workshops, running Innovation, bootcamps. Sometimes it even just comes down to creating inspiration and motivation in terms of ideas, like giving them the power to recognize patterns outside of their industry. So, they can innovate their own and challenge the status quo. So, for us, I think when we first work with organizations, it has to start at the top. Meaning there needs to be a commitment to driving innovation and making it a priority. And then it makes the rest of the initiatives so much smoother moving forward.Brian Ardinger: That is so important that context setting. Because I think a lot of times organizations get off the wrong track because they don't necessarily define Innovation the same way. A lot of people think of innovation as I've got to come up with the next electric car or new Uber. And as you know, Innovation can be something much simpler as far as, you know, how do you find it and identify a problem and create something of value to solve that problem. And a lot of the book talks about that creative problem-solving area that doesn't have to be transformational, but it can be little breakthroughs that make a difference. Kaiser Yang: Absolutely. It's a philosophy that I share with Josh. And his book, Big Little Breakthroughs is all about the fact that we should look for everyday acts of creativity or what he calls micro innovations.And for us too, when we work with organizations, we obviously want to look at transformational opportunities, high growth opportunities. But sometimes when you look at Innovation, just in that context, it can be paralyzing for most of the team members, right. Unless it's a billion-dollar Elon Musk type idea that it doesn't count.When in reality, some of the best innovations start with small acts of creativity applied to solving the customer experience or driving improvement in internal processes. And those little innovations can stack up and make a significant difference over time. Brian Ardinger: Well, you almost have to build up those muscles and, you know, to jump directly to starting a brand-new business or a brand-new idea is challenging, especially if you've been hired to optimize and execute in a particular business model that you know and have some certainty around. Versus a completely unknown kind of environment. Kaiser Yang: For sure. What we see in many organizations is that there's this tremendous creative readiness, this curiosity, this willingness to drive change. But where it falls short is the implementation side. And it's most often these teams and individuals don't have the right tools or the training or critical thinking skills to apply their creativity to innovative outcomes.And that really is kind of the point of Crack the Code, my new book. It's more of a field guide, a manual to help you unlock your creativity. And add a little bit more structure to the process. So rather than saying, hey, let's solve the sales challenge or this customer experience problem, or this operational inefficiency and just brainstorming in the traditional sense. These are proven tools and techniques that really guide you through that creative process, so you can realize better outcomes in the end. Brian Ardinger: Let's talk a little bit about the book. You kind of break it up into these four key mindsets that you believe individuals and organizations need to be building and growing on. Talk a little bit about the mindsets and how they came to be and the thought process around it. Kaiser Yang: Yeah. I mean, these mindsets are really based on almost like two decades worth of research and real-world experiences, having been a startup entrepreneur and starting my own businesses. Creativity is that one underlying skill set that was applied to drive growth and transformation and performance at pretty much every level.And so, when we think about some of these mindsets, they may come across to you as common sense, but common sense isn't always common practice. So, for example, the first core mindset that we start out with is this notion that every barrier can be penetrated. It's this inherent belief that no matter how difficult the challenge is, if you apply enough creative energy at it, that obstacle can be overcome.Right, the most powerful successful innovators out there, when they have a setback or they have a failure, what they don't do is throw up their arms and get discouraged. They're the ones that say not yet. So, while it seems obvious that every barrier can be penetrated, if you look at organizations and teams, once you have a couple of failures or a few setbacks, a lot of times it's like, eh, this idea is not going to work. Or maybe we should do something else. Instead, we believe that with the right focus of your creative energy, you can really overcome some of the most difficult challenges out there. Brian Ardinger: And ironically, sometimes those constraints are actually the things that open up the creativity. Having a constraint, forces you to think differently about how you might solve that problem or what problem you're actually solving. And I think that, you know, having that mindset of being able to overcome that challenge and think differently about it is very important. Kaiser Yang: The other mindset that we often teach organizations, larger organizations we work with is this whole notion of compasses over maps. The main underscoring point is you need to start before you're ready. Too often, organizations wait until they have a full-on three-year business plan. The ROI has been vetted. They've got every stakeholder approved. But the most successful innovators out there, I believe, trust their instinct to course correct along the way and get started. So, they use more of a compass to guide their innovation journey rather than waiting for a detailed map.And it's so powerful when you know, you can arm a team to really start taking action and iterative experimentation processes to test a new way to improve customer satisfaction, or get payables reduce by 20%. And just these small incremental wins, it requires organizations to empower their teams to start before they're ready. And that's what the whole compass over maps mindset is all about. So that's one of the mindsets that we talk about in the book. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn.Brian Ardinger: Yeah, I like that concept. It's almost like you're in a cave. Innovation is like you're in a cave and it's dark and you don't have a map. So, you have to feel around the walls to figure your way out of it. And I think obviously a lot of people are not comfortable in that particular environment, but the more you get used to knowing that maps can be directionally important, but they're not necessarily the actual be all end all to get you to the end goal. Especially in uncertain environments. The more likely you are to build that mechanism and that muscle of being okay with that ambiguity, I suppose. Kaiser Yang: Yeah. I mean that ambiguity can be paralyzing for many organizations, where there's a lot of uncertainty unknown. There isn't a clear path forward. But we view it more as that artist's studio where it's all about discovery and exploration. And so, while it's easy to say that much of the work that we do with organizations is giving that toolkit to overcome some of those anxiety driven moments led by ambiguity. So, here's a systematic process that doesn't stifle your creativity, but rather provides more of a scaffolding around it and helps you guide you through the process. So even when we talk about understanding pain points and customer needs, really for us, that's where the innovation process starts. Just saying that is one thing but giving you some tools and systems and processes that help guide you through that journey. I think that's super powerful. And it adds structure to that artist studio that many people might feel uncomfortable in. Brian Ardinger: So maybe we can dig in a little bit about some of the tactics or some of the specific guidance that you have within the book, as far as action steps or things that people can do to both create these mindsets and then take action on it. Kaiser Yang: Yeah, for sure. There's eight different tactics that are built into the book. And they're all my favorite tactics. And I think Innovation in and of itself, there isn't a silver bullet in terms of ideation or process. Every situation is unique, and we encourage many of our clients to tackle the innovation challenge, using a number of different tactics and strategies, so you can see things from a various perspective.And then you open up for exploration and deeper discovery. But for example, one of the ones that we have a lot of success teaching organizations is one that we simply called the Borrowed Idea. Right? It's looking outside of your industry for key factors that drive competitive advantage. Drive sustainable success. And taking some of those insights and bringing it back to your own.One of our partners that we work with often says that expertise can be the greatest enemy of innovation. Meaning when you know too much about an industry, or you've been in your role for too long, it's really hard to embrace new ways or see things in a different way. So, this borrowed idea technique is a very systematic way of looking outside. Looking at business models, right?So, in what ways are they leveraging technology? What is their customer experience like? How are they driving sales? What's their pricing model? And for example, like higher education. What could they potentially learn from the hospitality industry or maybe higher education? What could they learn from consumers today engaging on Tik Tok? And borrowing those ideas and bringing it back. And one of my favorite quotes was from Steven Jobs who a long time ago said that he's sometimes embarrassed when people call him creative, because he thinks creativity is nothing more than the ability to connect dots. As we grow older in our careers and become more experienced, we're very good at that one dot that we're paid very well to do, but we forget about all the dots out there. So, what can we learn from the field of music or athletics or, you know, getting into specific categories? That's the whole concept of the borrowed idea. Systematically exploring as far away from your industry as possible and finding new ways that you can bring back to your organization. Brian Ardinger: It's surprising how focused a lot of organizations get with, they know a hundred percent what their competitors are doing and everything about that particular customer segment and that, but like you said, don't necessarily take one adjacent step to the left or right to see what's going on, that could significantly change the game. Because most of the people are playing the same game. And if you slightly change the game, you can outpace your competition. So, we are living in a world of accelerating change. Obviously, innovation is much more important than it has ever been before. And I think a lot of people are now getting that or understanding that. What are some of the trends that you're seeing when it comes to Innovation? Kaiser Yang: There's lots of trends. I mean, we can categorize it in terms of strategy and technology and, you know, market trends, things like that. But I think at the height of the organizations that we've worked with, one of the trends that we have started to see with larger enterprise organizations is building this culture of rapid experimentation.We've all read about Facebook and, you know, case studies like Bookings.com, where they have 30,000 concurrent experiments going on at any given time. But even large organizations like Allstate and Mass Mutual, they're building these cultures where they're constantly testing. And I think it's so cool to see because the old school was research and experimentation was a very linear process.It was measured and calculate. But we're seeing many organizations move to this very iterative model, not being afraid of failure. Taking responsible risks and applying this notion of rapid experimentation, constantly looking for new ways to better the customer experience or to serve their community.And that shift, you know, for me, is fascinating to see like large 30,000 employee organizations move to this model of rapid experimentation. And whether it's, you know, following the Lean Startup Movement or any of those other models out there, just seeing companies put aside the need for ROI and business plans and you know, every stakeholder buy-in. But instead, just getting out there and quickly testing new ways to serve their customers. It's one of those trends that hopefully we'll see many organizations continue to embrace, because I think that's the way you find the idea right. Like remove uncertainty through experimentation. Validate your concepts. And quickly move them forward through an iterative process rather than sitting on it for 12 or 18 months waiting for the R and D department to say, okay, let's go forward with it.Brian Ardinger: Great point. And I'd love to hear your thoughts on how to get over that fear. You know, that seems to be one of the biggest barriers is people fundamentally understand the theory around, well, I should be experimenting more, but like the incentives aren't there, the rewards aren't there, the culture is not there such that it enables that risk-taking. So, are there any hints or tips or things you've seen that might work to overcome that fear? Kaiser Yang: I mean, again, like we said, at the start of this discussion, it does start at the leadership level, setting up the right environment that fosters learning. I don't know if I would say fosters failure, but the ability to take risks on behalf of the company and try new things.So even like there's the case studies of issuing get out of jail free cards and building different rewards that recognize people that have taken action. So, I think it starts there at the leadership level, creating the right environment, that the team members feel safe in. But more so we focus on the individual level. Because a lot of times that fear manifests itself by the fear of being embarrassed in front of our peers. Or the fear of my idea not being good enough. Or even sometimes it's the fear of success that this idea might actually put me out of a job. So, we focus more on the individual level of removing that fear by teaching them proven frameworks, to really experiment and validate and overlaying that with some of the mindsets that we talked about.One of the mindsets that we often talk about, it's not in the book, but it's this notion of, if you fall seven, you stand eight. And the best innovators out there, always find a way of shaking it off, getting back up and no matter what the challenges they persist through adversity. And I think that's kind of that mindset that's critically important to pair with all of these tools and techniques that gives you the confidence, if you will, right. To come up with ideas and stretch your imagination. Oftentimes when we sit with organizations, it's your natural tendency to come up with the safest, easiest, most obvious ideas. Those are the safe ones, right? And it can be a little bit fearful to push your imagination to further limits, to come up with the wild or unusual, or even unorthodox wacky idea. But those are usually the ones that drive the most change and progress for any organization. And so, creating the right mix of tools and techniques and mindsets to help team members get there, that's where we see at least for us it's so satisfying to find those what we call aha moments, where that light bulb goes off and you come up with some great, innovative ideas. Brian Ardinger: Yeah. The other thing I've seen that seems to work is oftentimes just changing the mindset. I think a lot of people think they have to have the perfect plan before they can present it to their boss and move it forward. But almost changing that conversation to saying, I've got something I want to try over here. Or here's a little side project I'm working on. Don't have it all figured out, but here's the next thing I'm going to try to do to learn or build out, get evidence that I'm on the right path. That type of mindset or that type of philosophy around it sometimes change the game significantly versus I guess the old way of I've got to put together a 50-page business plan, figuring out all the obstacles and hope that I'm right. When I actually launch it. Kaiser Yang: Yeah, for sure. I mean, just building crude, prototypes and running some simple experiments to remove some uncertainty can make a huge difference in the organization's ability to move a little bit quicker. But even what you said about the strategic side, right. That oh my, I have to put a 50-page deck together to pitch our ideas.We have something that's called the Strategic Canvas and it's an iterative six- step process that really simplifies the strategy building. So you're not, hyper-focused on all the details and business models and assumptions and all of that stuff. But it builds a very strong foundation under your idea.And it's a very powerful way to be able to present your idea cohesively very succinctly and very efficient. wSo, we try to demystify that business plan process as well, to empower team members, to move a little bit faster and take their ideas and get some visibility and traction around it, in the process.Brian Ardinger: A lot of our folks that are listening aren't necessarily at the leadership level, they're charged with being innovative or launching new products and that. But sometimes they're at the process of trying to get that buy in from the top. Do you have any recommendations or thoughts around how, as an individual within an organization, to start building that culture of creativity and innovation within their group? Kaiser Yang: There's a couple of ways we can look at this, but at the first cut is just teams or individuals viewing the fact that creativity is really a muscle, that needs to be stretched out, warmed up and strengthened to do its best performance. A lot of times we just need to kind of shake off the cobwebs and dust it off a little bit. But, you know, we don't put as much effort into the preparation of creativity I think, then we should. And so, there's lots of energizers and activities to help achieve hemispheric synchronization or to warm up your creative muscles. Platypus labs, we practice a lot of applied improve. Right. That helps you drive expansive thinking, but more importantly, it teaches you active listening and it gives you this platform to really try to explore your creativity in a number of different ways. And there are so many tools and techniques out there that do that, that if you build a culture where you're practicing things and applying them to your day-to-day business, I mean, it's just amazing to see the transformation and the creative capacity of the teams that we've work with. So, I would start there as really, discover some of these energizers, and workouts, if you will, for your creative muscle, that you can do on a day to day or even week to week basis. For More InformationBrian Ardinger: Yeah. Start local and then go global. Well, Kaiser, I really appreciate you coming on Inside, Outside Innovation to talk about this book, I encourage people to pick up Crack the Code. If people want to find out more about yourself or Platypus Labs or the book, what's the best way to do that? Kaiser Yang: Our team's website is PlatypusLabs.com. Specific to the book, you can go to CracktheInnovationCode.com and learn more about the book there. There's actually an assessment on that site where you can see if the book is worth your time. So, I would encourage you to take that and see if it might be something of value to you. Brian Ardinger: Kaiser, thanks again for being on the show, looking forward to working together again in the future. And let's keep this conversation going in the future. Appreciate it. Kaiser Yang: All right. Thank you so much Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company. For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database. As an Amazon Associate, we earn from qualifying purchases.
Ryan Kelly was born and raised in St. Louis, Missouri where he started comedy as an improviser. He was trained at schools such as IO, Second City, UCB and Groundlings. He then ventured off to college where he wanted to try new exciting things, and thus he began his foray into performing stand-up comedy. His affinity for having absurd life experiences helped create his story telling style of comedy and the fact that he looks like a youth pastor made sure he kept it clean. His wild stories from negotiating a better deal during a mugging, surviving a plane crash and being tackled inside the NSA will leave you laughing and captivated. Ryan can now be found in Hollywood, California where he is a regular host and comedian at Flapper's in Burbank. See Ryan Live! Find his tour dates at https://www.ryankellycomedy.com/ Leave a review: https://podcasts.apple.com/us/podcast/a-comedy-advice-podcast/id1326620580?mt=2 Follow me & see my show dates here: https://linktr.ee/acomedyadvicepodcast --- Send in a voice message: https://anchor.fm/hyperbrole-podcast/message
CSAR response to poly trauma patient four injured extremities in shock. Key point- Iliac crest IO is an option for whole blood transfusion in a poly trauma patient without peripheral access. This is the first documented case in the mil prehospital setting. THAT OTHERS MAY LIVE
The Investing for Beginners Podcast - Your Path to Financial Freedom
Welcome to the Investing for Beginners podcast. In today's show, we discuss: The art market with Scott Lynn, CEO, and founder of Masterworks.IO. How art is one of the undiscovered asset classes of the investing world and the opportunities in the art market for regular investors. The different ways that Masterworks helps investors get started […] The post Scott Lynn of Masterworks Talks All Things Art Investing appeared first on Investing for Beginners 101.
What's a supervolcano? On this episode, Neil deGrasse Tyson and comic co-host Matt Kirshen discover all types of volcanoes in the solar system with cosmochemist and author of Fire and Ice, Natalie Starkey. Is there such a thing as an ice volcano?NOTE: StarTalk+ Patrons can watch or listen to this entire episode commercial-free.Thanks to our Patrons ILAN CAPONE, Ricardo Torres, Boiphamet, Sebastien Leroy, Parker, Katharine Hooper, and Alireza Sefat for supporting us this week.Photo Credit: Boaworm, CC BY 3.0, via Wikimedia Commons
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